Your functional heads have agreed that cross-silo perspectives matter, and that there’s no sense in everyone using their own tools and standards. In a corporate ‘Aha!’ moment, it’s now understood that to improve, to innovate, to become more agile – and to manage risk and compliance at pace – the organization needs visibility and ownership of its end-to-end processes, and within an integrated and holistic operating model.
So now it’s time to procure the right tool. How difficult can that be??
In practice, it’s fiendish. Frequently the whole exercise fails. The strategic choice may never get fully or properly implemented. Often the pain of adopting the chosen tool means that the procurement exercise is revisited within two or three years. And sometimes the decision just gets stalled for years as the stakeholders can’t agree.
It’s easy to get heads nodding at the idea that there’s huge benefits in adopting visual process as the universal business language across an enterprise. And that there’s exponentially more value when process management provides a common operational platform, a backbone for the business, a collaborative space where process owners and stakeholders collaborate on improvement and innovation within a single unified governance framework. [Which needs far more than a tool, of course. It’s about a creating a culture of learning and collaboration at pace. But still, adopting the right tool is a critical part of it…]