BP Manifesto

REVISITED

“Business transformation without process understanding is guesswork at scale.”

It has been a decade since the Business Process Manifesto was introduced. At the time, it was recognized that a common understanding and description of basic tenets of work management was needed as business transformation and operations were being more and more seen as connected streams of effort to create business value. Also, the marketplace was becoming confused as process management was gaining attention due to the need to assure cross functional integrity and connect the dots for better outcomes. Very recently, a sixteenth translation – Turkish – was released, adding to the many existing languages striving to describe how business improvement happens. This new version was a good reminder for me to revisit the document to assess its suitability in today’s fast paced changing world.

The working definition of Business Process at the time was “An organization’s Business Processes clearly describe the work performed by all resources involved in creating outcomes of value for its customers and other stakeholders.” I think this still holds – it’s about work and value, something that has not gone away or ever will.

Since it is not a methodology or reliant on specific tools, but a set of principles that are still critical, it is as relevant now as ever. The coverage of the business motivation for Business Processes, what Business Processes are and are not, and the relationship of Business Processes with other relevant subject areas are essential as we continue to transform what we do and how we do it.

It was rewarding to me to conclude that this is still relevant in today’s world even as technology advances are arriving fast. Processes are not going away, and we have to manage them professionally. Please read it over for the first time or once again. If you would like to add an additional language version, please contact me to get going.

The Business Process Manifesto is the result of over 20 years of experience working as a Business Process consultant alongside friends and colleagues working as academics, consultants and business process practitioners. I have long believed that a common understanding of the foundation of Business Process would benefit all of us in the field of Business Process. The Business Process Manifesto has been a labor of love shared by many colleagues and friends who have contributed their input and reviewed the many iterative drafts of this document over the years. All of us at BPTrends hope you find it helpful.

Roger Burlton, Chairman, Board of Advisors, BPTrends

---