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It’s Time For most organizations, the time has passed when improving performance can be achieved by ‘simply’ reducing budgets and assuming those affected will adjust to the change. After years of budget cuts and efficiency dividends, the easy changes are done, contingency resources are extinct, and further change is deep, structural, and difficult. The need to ‘do more with less’ seems both inevitable and impossible.
A Business Process Architecture (BPA) is the primary artifact of process management and improvement. If you don't have a BPA, you aren't doing process management. If you don't have a documented and agreed understanding of the relationships and interdependencies between your key business processes, then you can't be sure you are really doing effective process improvement. Cross-functional business processes are the only way any organization can deliver value (products or services) to customers, and other stakeholders outside the organization. This gives the BPA primacy. A BPA discovers, defines, and documents the value pathways. More than just a picture or a model, the Business Process Architecture is a daily aid to strategic and operational management in an organization focused on continuous improvement and delivery of service excellence.
Most organizations fail to sustain effective process-based management because they fail to firmly embed business process governance.
Everybody says it’s important. Not so many do it well. Everybody promises to do better. We still end up with too many question marks.
Target >Measure >Respond is the essential lifecycle of business process management. Set a performance target for a process, measure what is really happening, and do something if the results are not what they should be. This is it; all process management and process improvement comes down to this. If we aren’t improving processes, sometimes with radical effect, then we are wasting time. Process-based management is both as simple and as complicated as target>measure>respond.
