<img height="1" width="1" style="display:none" src="https://www.facebook.com/tr?id=1907245749562386&amp;ev=PageView&amp;noscript=1">
Event_bg

The Leonardo Blog

All Posts

Improving BPM capability and credibility

16_Blog_1_of_3.jpg

Essential for all of practitioners leading Business Process Management is to maintain the right balance between capability and credibility. BPM leaders must demonstrate, not only that they have the knowledge and tools to deliver effective change, but that they also merit the trust of the organisations they seek to change  

Increasing Capability

A common emphasis in organizations is on the development of BPM capability. This can be seen to have two related streams of activity: training and practice. There is a great deal of BPM training available. This includes  courses both on general process topics as well as specific http://www.leonardo.com.au/bpm-software-trainingBPM tool training. Personal reading and research, membership of “roundtable” or special interest groups and conference attendance are other examples of capability development via the ‘training’ stream.

The second stream for capability development is just as important. Genuine capability comes from practice and experience.

Practice usually comes in the form of project work – analysing, modelling, improving, explaining and implementing process improvement strategies. Another very important capability enhancement practice involves development and delivery of presentations on BPM topics and discussion of process issues with colleagues and peers.

Improving Credibility

Increasing credibility is a different, and often more difficult, task. Building credibility within an organisation is an internal marketing process. The objective is to have the idea of Business Process Management take route in the organisational culture.

There is no better marketing strategy than to continually report and promote successful projects. Success breeds success.  Project selection therefore becomes critical.  The “ideal” projects are those  that have a reasonable chance of delivering noticeable outcomes. A balance needs to be  struck between risk and relevance. Particularly in the early stages, a failed BPM project can sound the death knell for process work. It is equally true that successfully delivering a result that is inconsequential does not promote, and can even damage, credibility.

Senior executive support is needed if a process-aware culture is to develop.  The ‘executive floor’,  where the credibility needs to be highest, must be a key target of internal marketing.

Other activities can add to the development of credibility: briefings, newsletters, internal BPM forums, invited speakers from external organisations, support for formal study programs, explaining and celebrating successes. It’s about communication - communicating the core messages of BPM, relating them to the particular enterprise and telling the success stories.

Developing credibility is not about spin doctoring. The credibility must be genuine and not just a perception built via slick marketing. Undeserved credibility will not last long but it might just last long enough to do damage to the organisation and to the ‘process idea’.

Sustaining Credibility

Achieving high credibility is not the end of the story. Credibility needs to be sustained.  After ‘easy wins’ it may get harder to sustain the attention of the organisation and its senior decision makers. It is also possible for ‘quick wins’ to create unreasonable expectations for following projects. If credibility (and capability) are sustained long enough, process awareness becomes second nature and part of the culture.

An interesting characteristic of high levels of BPM maturity is that process-based management is so ubiquitous as to tend towards invisibility in the sense that there is less conscious awareness of “doing BPM”

16-Capability-Credibility-BPM.png

Practical and pragmatic plans can be developed and implemented to nurture both capability and credibility. Organisations seeking to achieve effective process-based management should actively manage both vectors.

Making an organisation change-able. Making radical change unremarkable. Allowing change to happen more often, not less. These are hallmarks of contemporary management best practice. Effective BPM requires a continuous balance of Capability and Credibility.

 

New Call-to-action

Related Posts

Leonardo at the Red Hat Forum in Sydney

Leonardo will be exhibiting and presenting at the Red Hat Forum in Sydney at the Hyatt Regency.  Our presentation topic will be 'Using Processes-as-Microservices to Drive Better Customer Experiences' which presents an approach that combines digitised processes, business rules, and microservices that collectively deliver improved customer experiences through event-driven digital “micro-moments” – those brief interactions with your customers that can sometime be neglected.

Leonardo partners with Trisotech for greater client success

Leonardo announced today that they have formed a partnership with Trisotech - a leading provider of highly visual and interactive software tools that help organizations innovate, transform and improve their operations. According to Adam Mutton, Managing Director of Delivery for Leonardo, “Trisotech enables Leonardo Consulting to foster an innovative, collaborative approach for the subject matter experts at its clients. Trisotech’s Digital Enterprise Suite is a modelling environment that helps Leonardo design, model and execute its customers’ business processes & business rules. Organisations globally are demanding digital and mobile enablement to streamline and automate their processes to improve the customer experience and drive revenue. Trisotech’s modelling platform delivers BPMN, CMMN and DMN which are crucial artefacts to drive consistency that connects business strategy to automation, integration and implementation for Leonardo’s clients.”

Leonardo partners with University of Melbourne’s Apromore

Leonardo and the University of Melbourne’s Apromore team today announced a partnership whereby Leonardo will be assisting the Apromore team in developing the platform strategy and implementing it through an agile methodology, and by providing industry-strength development power to improve the platform. According to Leonardo Managing Director of Deliver Adam Mutton, “Apromore’s unique selling point is that its process mining capabilities are ahead of the curve, given that they are directly informed by many years of academic research, combined with numerous applications in the field. We have substantial experience in supporting open-source initiatives and are confident we can transfer this experience to the Apromore Initiative”.