%20(1).png)
%20(1).png)
What’s the problem? My favorite question is “What’s the problem we are trying to fix?”— so we should start with that.
The Process Session is a weekly video series posted on The Leonardo Blog that discusses all things BPM and Enterprise Architecture. Today, Roger talks about 'Designing the Process-Centric Organization'.
One of the most significant roadblocks to robust process performance governance—and subsequent process improvement and management—is the absence of a measurement-friendly organizational culture. In an organization where process measurement is a precursor to the allocation of blame, the instinct is to measure as little as possible and to conceal the measures that are unavoidable. Where performance process measures are collected to facilitate disparagement, enthusiasm for testing and reporting performance cannot be expected.
Implementing and sustaining BPM governance is difficult, albeit worthwhile. It will be impossible unless you actively work to avoid these seven conditions that inevitably lead to failure.
The ultimate outcome of effective BPM governance is the proactive, efficient management and continuous improvement of the set of processes (and their sub--processes) by which an organization delivers value to its customers and other stakeholders.
