Nothing – which is understandable.

At your level you should be thinking about how your industry is changing and what you need to do to continue to be the leader. You need to start to understand the past through analytics and start to anticipate the future of your industry and your business.

What is inevitable is change. Change to your business model. Change to your operational processes. And this is against a backdrop of more and more regulatory compliance and increasing customer demands. This leads to a set of requirements which seem to be in complete conflict; compliance, agility, cost control, customer service,

BPM will help you and your team drive and embed the required changes in your operation. It will give you the platform for repeatable execution processes.  Critically this will help you meet your regulatory compliance whilst having a measurable business process which allows you to be more agile.

So for you BPM is an enabler. It helps you achieve the strategy and goals that you have set out for your organization – faster, safer and cheaper.



3 thoughts on “What does BPM mean to the C-Suite? #bpm #ceo #cio #cmo

  1. Ian, excuse my straight forward response, but you make a lot of statements without any foundation and plausible reasoning whatsoever. It dies apply both the the BPM methdology and to actually using a BPMS.

    1) Yes, change is inevitable and not just on a higher strategy level but also in day to day execution.

    2) In what way exactly does BPM as such help anyone to ’embed changes’ in an organization? In what way does have anything that it could change. It doesn’t. BPM requires bureaucracy to hold or change anything.

    3) In what way does repeatable process execution drive change? As far as I know that prohibits change by the performer which is the point of using BPM. All change becomes a complex project.

    4) In what way does regulatory compliance and measuring a therefore rigid process increase agility? The agility is if at all completely outside BPM … which means BPM becomes another weight onto your agility that you need to drag along.

    5) In what way is therefore BPM an enabler? It enables whom, what and how? There is nothing in BPM that supports strategy, its execution or achieves defined goals. It does not even help to define goals. These have to be done as part of the substantial BPM bureaucracy and overhead.

    6) Nothing in the above can be construed to allow the conclusion that BPM is faster, safer and cheaper. I propose that it is exactly the opposite from both experience and as a plausible conclusion: slower due to the added bureaucracy, not ensuring any goal achievement, and thus much more expensive.

    1. Max

      Thanks for you well argues response (as always). I guess the starting point is the definition of BPM. If you take BPM to be all encompassing approach to managing business operations, which would include ACM, BPMS, BAM, analytics, then I think my blog is valid.

      If you consider BPM to be automation software then I completely agree with you.


      1. Thanks Ian, for your response. While I would go for the same all-inclusive definition of BPM, is that really what the majority of people understands? Not in my discussions on the subject …

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