The European launch of the latest version of Peter Franz and Mathias Kirchmer’s BPM-D framework in London yesterday had an intriguing warm-up before the jazz and canapes: a client executive workshop. Compressed from two days to an afternoon, it was pretty intense but well received. You have to wish them well because they are trying to do something important: to “change the conversation about Business Process Management (BPM)”.
Their start point, their mantra, is value-driven BPM. So everyone involved should be able to articulate how any BPM initiative links to the value drivers of the organization. Which sounds blindingly obvious but, as we all know, it’s often not the case. As a Big 4 consultant in the workshop put it: “So many times organizations say: ‘OK, so we’ve built our process repository. Now what?'”.
Peter’s example at this point – it’s in the book he co-authored with Mathias while they were both senior execs at Accenture – was a consumer goods company which created 600 high-quality process models describing its entire business. But only one person had accessed it in a month. It’s far from unusual. The most jaw-dropping I ever heard was a Telco process leader’s remark at a BPM conference that the enterprise repository which his 40-strong team had created was known internally as ‘the world’s largest write-only repository’.
So BPM-D provides coaching for BPM practitioners on how they can make their work far more valuable to their organization. Not just by focussing on adding strategic value but also in the way which they work more effectively with sponsors and stakeholders. The D in BPM-D (it stands for Discipline) translates this into tools and techniques to make it happen step-by-step, from high-level BPM Capability Assessment exercises, through methods for surfacing the issues and ensuring alignment in the trade-offs over process variants, to assessment criteria for a BPM Centre of Excellence.
The BPM-D thesis is that value-driven BPM will emerge as a pillar in creating the Next Generation Enterprise. BPM, done properly, they are arguing, is headed for the C-Suite. It’s the capability ‘to move good ideas into action faster and at lower risk’. I think they’re on the right track – and yesterday’s PEX interview with the newly-appointed Chief Process Officer at Xerox is surely a straw in the wind.
13 Jan 2014 Sustainable Process Excellence? Hire A Showman