--- title: Embed Process Governance at Your Organization description: Most organizations fail to sustain effective process-based management because they fail to firmly embed business process governance. image: https://blog.leonardo.com.au/hubfs/15-Mobious7EnablersLOGO_03.png --- [![LeonardoUST_CMYK-1](https://blog.leonardo.com.au/hubfs/LeonardoUST_CMYK-1.svg "LeonardoUST_CMYK-1")](https://www.leonardo.com.au/) [![Talk to Us](https://no-cache.hubspot.com/cta/default/430417/7eb77b0e-c703-49d8-930c-a6d73a5e986f.png)](https://cta-redirect.hubspot.com/cta/redirect/430417/7eb77b0e-c703-49d8-930c-a6d73a5e986f) ![cross-icon](https://blog.leonardo.com.au/hubfs/cross-icon.svg?t=1536031936288 "cross-icon") ![business-design](https://blog.leonardo.com.au/hubfs/business-design.svg "business-design") ###### [Business Design](https://www.leonardo.com.au/business-design-consulting-advisory) ![process-automation](https://blog.leonardo.com.au/hubfs/process-automation.svg "process-automation") ###### [Process Automation](https://www.leonardo.com.au/process-automation) ![data-integration](https://blog.leonardo.com.au/hubfs/data-integration.svg "data-integration") ###### [Integration & API](https://www.leonardo.com.au/integration) ![platform-engineering](https://blog.leonardo.com.au/hubfs/platform-engineering.svg "platform-engineering") ###### [Platform Engineering](https://www.leonardo.com.au/platform-engineering) ![Event_bg](https://cdn2.hubspot.net/hub/3842749/hubfs/Backgrounds%20/Event_bg.jpg?width=2000&name=Event_bg.jpg "Event_bg") # The Leonardo Blog ## [Embed Process Governance at Your Organization](https://blog.leonardo.com.au/embed-process-governance-at-your-organization) Written by [Roger Tregear](https://blog.leonardo.com.au/author/roger-tregear) On June 26, 2015 [** ](https://au.linkedin.com/in/rogertregear) [**](http://twitter.com/rogertregear) - [Automation (2)](https://blog.leonardo.com.au/topic/automation) - [bpm (3)](https://blog.leonardo.com.au/topic/bpm) - [BPM - Business Process Management (111)](https://blog.leonardo.com.au/topic/bpm-business-process-management) - [BPM/EA Technology (25)](https://blog.leonardo.com.au/topic/bpmea-technology) - [Business Innovation (5)](https://blog.leonardo.com.au/topic/business-innovation) - [CXM (1)](https://blog.leonardo.com.au/topic/cxm) - [EA - Enterprise Architecture (7)](https://blog.leonardo.com.au/topic/ea-enterprise-architecture) - [Intergration (12)](https://blog.leonardo.com.au/topic/intergration) - [**](https://www.facebook.com/sharer/sharer.php?u=https%3A%2F%2Fblog.leonardo.com.au%2Fembed-process-governance-at-your-organization) - [**](https://www.twitter.com/share?url=https%3A%2F%2Fblog.leonardo.com.au%2Fembed-process-governance-at-your-organization) - [**](http://www.linkedin.com/shareArticle?mini=true&url=https://blog.leonardo.com.au/embed-process-governance-at-your-organization) [All Posts](https://blog.leonardo.com.au) # Embed Process Governance at Your Organization - [Tweet](https://twitter.com/share) ![Process Governance](https://blog.leonardo.com.au/hs-fs/hubfs/Images/LC_Blog/15_Blog_June-7.jpg?width=700&name=15_Blog_June-7.jpg "Process Governance") Most organizations fail to sustain effective [process-based management](https://blog.leonardo.com.au/why-business-process-management-bpm-is-critical) because they fail to firmly embed [business process](http://www.bptrends.com/resources/glossary/business-process/) governance. Considerable effort goes into [modeling](http://www.bptrends.com/resources/glossary/modeling/) many processes, process owners may be assigned, and some [performance](http://www.bptrends.com/resources/glossary/performance/) targets might even be agreed. Then nothing. None of this [activity](http://www.bptrends.com/resources/glossary/activity/) has any impact on the [performance](http://www.bptrends.com/resources/glossary/performance/) of the organization and at the first opportunity it is discontinued. “We tried BPM once and it didn't work”. Of course it didn't work – the M in BPM stands for management, not [modeling](http://www.bptrends.com/resources/glossary/modeling/), not meetings, not mucking about. It doesn't have to be like that. BPM, more usefully described as process-based management, can have a powerful and positive effect on organization [performance](http://www.bptrends.com/resources/glossary/performance/) and the achievement of strategic objectives. One prerequisite is effective process governance. Let's get serious. Considerable effort is required to [model](http://www.bptrends.com/resources/glossary/model/) the process architecture, process owners (or whatever other title you choose) do need to be appointed, and process [performance](http://www.bptrends.com/resources/glossary/performance/) targets are important. Then it starts. The core process governance cycle is to [measure](http://www.bptrends.com/resources/glossary/measure/) the process [performance](http://www.bptrends.com/resources/glossary/performance/) gap, assess what, if anything, needs to be done now to adjust that gap, and then to take the required action. Then repeat, forever. In doing that, an organization has decided what is important, what process [performance](http://www.bptrends.com/resources/glossary/performance/) is required to enable the achievement of strategic objectives, and has embedded a [system](http://www.bptrends.com/resources/glossary/system/) to monitor and control effective process [performance](http://www.bptrends.com/resources/glossary/performance/). The 'opportunity of governance' is to create and embed a systemic approach to determining process [performance](http://www.bptrends.com/resources/glossary/performance/) gaps and making evidence-based decisions about where the optimum return-on-effort will be achieved. When this is happening we can say that process-based management is working and that all of the process related [activity](http://www.bptrends.com/resources/glossary/activity/) is delivering a positive return-on-effort, a return that is reflected in demonstrable organization [performance](http://www.bptrends.com/resources/glossary/performance/) improvement and not just in a count of models developed or workshops completed. ## Enabling Successful BPM As some readers will know from my previous articles, I take a broad view of BPM seeing it as a management philosophy. A brief summary of that view is as follows. *An organization's resources are managed 'vertically' via the [organization chart](http://www.bptrends.com/resources/glossary/organization-chart/). Value is created, accumulated and delivered 'horizontally' across that chart, i.e. via cross-functional processes. Value is accumulated across, not up and down, the functional organization as the various parts collaborate to create, accumulate and deliver value in the form of a desired product or service. It follows that an organization executes its strategic intent via its business processes. In this context, where cross-functional processes are key to the delivery of value, the improvement and management of processes is critical to the optimization of an organization's[performance](http://www.bptrends.com/resources/glossary/performance/). BPM is not a one-off project, nor an IT [system](http://www.bptrends.com/resources/glossary/system/); it is a management philosophy.* Discovering, documenting, improving, and actively managing cross-functional business processes exposes opportunities for getting more and better work done with the same, or perhaps even fewer, resources. The power of process-based management is in understanding how work gets done, and based on that understanding, eliminating impediments, streamlining activities, and removing waste. The focus is on how the processes, including all of the people and resources involved, deliver value to the customers and other stakeholders. This cross-functional focus is missing in most organizations, where it is replaced with an internal management emphasis guided by the [organization chart](http://www.bptrends.com/resources/glossary/organization-chart/). There are [seven elements](https://info.leonardo.com.au/the-7-enablers-of-business-process-management-ebook-download) that come together to support process-based management: These seven enablers are shown in Figure 1. A Mobius strip is used to highlight the interdependencies between the elements. ![Figure 1: 7 Enablers of BPM](https://blog.leonardo.com.au/hs-fs/hubfs/15-Mobious7EnablersLOGO_03.png?width=300&height=304&name=15-Mobious7EnablersLOGO_03.png "Figure 1: 7 Enablers of BPM") The core artifact is the process architecture since documenting the key processes is the necessary first step. Once documented, processes [performance](http://www.bptrends.com/resources/glossary/performance/) measurements can be established and governance arrangements defined to show who should respond to [performance](http://www.bptrends.com/resources/glossary/performance/) reports. These first three enablers (architecture, measurement, governance) are the 'physical infrastructure' on which the rest is built. Continuous [process change](http://www.bptrends.com/resources/glossary/process-change/) is the cornerstone of process-based management. Without process improvement, and its big brother process innovation, all else is waste. For process management and improvement to become ubiquitous, it must be embedded in the organization mindset. Having a central specialist group to do all process work, does not scale and it is necessary to build the [capability](http://www.bptrends.com/resources/glossary/capability/) for identifying, analyzing, improving, and managing business processes throughout the organization. Coherent support is required for all involved.   ## Defining BPM Governance All seven of the enablers defined above are necessary for effective process-based management. They are all interdependent and a change in one will likely impact several others, a change in several will impact them all. Perhaps the most difficult enabler to achieve is governance. Process governance, done properly, requires a change in the way an organization is managed. It is intrusive, challenging, and confronting…and very powerful. There are many ways to think about “BPM governance”. I am not talking about the narrow perspectives such as version control of process models, project management gateways to approve process changes, or release approvals for BPM software applications. I am talking about the ability of effective process-based management to continually discover opportunities for improvement and to consistently ensure that those improvements are achieved. My view of process governance is shaped as two Virtuous Circles. I have written about this topic previously1 so just a brief summary here. The *Tregear Circles* are the PO circle (Process Ownership) and the PI circle (Process Improvement) as shown in Figure 2. Key activities in the PO circle are Target–[Measure](http://www.bptrends.com/resources/glossary/measure/)–Respond. In the PI circle the key elements are As Is – To Be – To Do. ![15-2VC.gif](https://blog.leonardo.com.au/hs-fs/hubfs/social-suggested-images/15-2VC.gif?width=731&height=548&name=15-2VC.gif) The PO circle is continually and deliberately testing the [performance](http://www.bptrends.com/resources/glossary/performance/) of all processes to see if their actual or emergent[performance](http://www.bptrends.com/resources/glossary/performance/) gaps or innovation opportunities require a response. Set a [performance](http://www.bptrends.com/resources/glossary/performance/) target for a process, [measure](http://www.bptrends.com/resources/glossary/measure/) what is really happening, and do something if the results are not what they should be, or if the target should be adjusted. This sequence of target–[measure](http://www.bptrends.com/resources/glossary/measure/)–respond ensures an unrelenting focus on the management of process and, therefore, organizational [performance](http://www.bptrends.com/resources/glossary/performance/). Target-[measure](http://www.bptrends.com/resources/glossary/measure/)-respond is the 'drum beat' of BPM governance. The PI circle is the process improvement cycle where we identify the current state, define the future state, and then make the required changes. Where real or potential process [performance](http://www.bptrends.com/resources/glossary/performance/) requires intervention, it is the PI circle that delivers [process change](http://www.bptrends.com/resources/glossary/process-change/). The PO circle determines if process adjustment is required in response to a current or emergent [performance](http://www.bptrends.com/resources/glossary/performance/)anomaly, or a development opportunity; the PI circle discovers, details and delivers the [business process](http://www.bptrends.com/resources/glossary/business-process/) change. Conscious process management [activity](http://www.bptrends.com/resources/glossary/activity/) starts with the PO circle. At each iteration the PO circle can have one of three outcomes: (a) all is well and no action is required, (b) current [performance](http://www.bptrends.com/resources/glossary/performance/) is not meeting target and the PI circle is activated, or (c) the target is no longer valid and needs to be changed. The requirement is to be continually aware of [performance](http://www.bptrends.com/resources/glossary/performance/)gaps or opportunities and to challenge the status quo, making evidence-based decisions about which gaps, and in what order, need to be partially or completely closed. Effective ongoing process improvement requires a constant search for processes that can be improved. The real benefit of continuous improvement comes after the easy changes have been made – and this demands not just the PI circle to effect changes, but also the PO circle to continue to uncover the opportunities. With these two circles consistently working well in a controlled way across the process architecture, an organization is working at the higher levels of BPM maturity. Creating the circumstance were the two circles are 'consistently working well' is not a trivial exercise – but once achieved, there is a mental and physical fly-wheel effect that is continually optimizing process [performance](http://www.bptrends.com/resources/glossary/performance/); that is, continually assessing and adjusting the organization's cost-effective delivery of value to customers and other stakeholders. How do we get the circles turning? We work on all of the 7 Enablers, but the focal point is to have effective Process Owners and related support mechanisms. ## Process Ownership – the Linchpin of BPM To create and sustain effective process-based management requires the appointment and support of active and engaged Process Owners. The concept of process ownership is often misunderstood. A common implementation mode is to appoint people as Process Owners (or similar job title) and tell them they are responsible for the [performance](http://www.bptrends.com/resources/glossary/performance/) of their processes. This is almost certainly impossible. It is not reasonable to ask a Process Owner to be responsible for the [performance](http://www.bptrends.com/resources/glossary/performance/) of something, i.e. a cross-functional process, over which they have, at most, only partial control. It is not the intention of process governance arrangements to change anything about organizational responsibilities. Appointing Process Owners makes no change to the [organization chart](http://www.bptrends.com/resources/glossary/organization-chart/) and related responsibilities and authorities. The various business units that collaborate to execute a process are managed, as always, according to the [organization chart](http://www.bptrends.com/resources/glossary/organization-chart/). The Process Owner role liaises with those units in responding to process [performance](http://www.bptrends.com/resources/glossary/performance/) anomalies and opportunities. The key aspect of process management is to have a plan for responding to process [performance](http://www.bptrends.com/resources/glossary/performance/) and to have people tasked to execute [performance](http://www.bptrends.com/resources/glossary/performance/) interventions. Process governance is mainly about responding in an appropriate way to actual or emergent process [performance](http://www.bptrends.com/resources/glossary/performance/). Without such response, the measurement of process [performance](http://www.bptrends.com/resources/glossary/performance/) is meaningless. Remember that the [organization chart](http://www.bptrends.com/resources/glossary/organization-chart/) is silent on the management of cross-functional processes. *Process Owners are accountable, not for the [performance](http://www.bptrends.com/resources/glossary/performance/) of the process, but for responding appropriately to process[performance](http://www.bptrends.com/resources/glossary/performance/) reports.* While they may be involved because of other roles, a Process Owner has no operational involvement in the day-to-day management and execution of their process. The Process Owner monitors process [performance](http://www.bptrends.com/resources/glossary/performance/) data and takes action when that [performance](http://www.bptrends.com/resources/glossary/performance/) is outside, or trending to be outside, of the target range, or when a change of target is appropriate. In doing so, the Process Owner is the advocate for the process, acting as a driving force for process [performance](http://www.bptrends.com/resources/glossary/performance/) optimization by being constantly aware of the gap between actual and target [performance](http://www.bptrends.com/resources/glossary/performance/) and making informed decisions about the extent to which such gaps need to be closed, and the timetable for doing so. The ultimate outcome of effective process ownership and governance is proactive, efficient management, and continuous improvement, of the set of processes (and their subprocesses) by which an organization delivers value to its customers and other stakeholders. ## In Practice… There are many things you might do in response to the issues discussed in this Column. Here are five practical steps you might consider doing now to get started on the creation of sustainable process-based management. 1. **Define the [business process architecture](http://www.bptrends.com/resources/glossary/business-process-architecture/)** Document the [business process architecture](http://www.bptrends.com/resources/glossary/business-process-architecture/) to at least two levels to provide a hierarchical framework within which to create effective process governance. Use the exercise of developing the process architecture to increase interest in process management and to discern those who may be effective Process Owners. 2. **Assign a [Process Owner](https://blog.leonardo.com.au/10-steps-in-delivering-effective-bpm-governance) to one high-level process** It may be easier and more productive to select one high level process and one enthusiastic Process Owner volunteer to start the process governance journey. Demonstrate the power of process governance in this cooperative environment before replicating that success in other processes. 3. **Get the Circles Turning** Target-[measure](http://www.bptrends.com/resources/glossary/measure/)-respond. For the selected initial process(es) determine the process [performance](http://www.bptrends.com/resources/glossary/performance/)targets, collect actual [performance](http://www.bptrends.com/resources/glossary/performance/) data, and have the Process Owners facilitate evidence-based decisions about what actions are necessary to address [performance](http://www.bptrends.com/resources/glossary/performance/) anomalies or opportunities. 4. **Review & Repeat** Once the circles are consistently turning for the initial process(es) repeat the exercise for the remaining processes in at least the first two levels of the architecture. 5. **Track & Report** At all times it is mandatory that the changes in organization [performance](http://www.bptrends.com/resources/glossary/performance/) that comes from process analysis, improvement, and management are documented and reported. If such changes cannot be demonstrated then it is reasonable to assume that all related [activity](http://www.bptrends.com/resources/glossary/activity/) has been a waste. --- 1 Tregear, R. *Practical Process: 2 Virtuous Circles*. [http://www.bptrends.com/practical-process-2-virtuous-circles/](http://www.bptrends.com/practical-process-2-virtuous-circles/). Accessed 29 December 2014. [![Roger Tregar Signavio Webinar - Turning BPM into Business As Usual](https://no-cache.hubspot.com/cta/default/430417/e2e945cd-de8d-4b39-8838-57ec1caee059.png)](https://cta-redirect.hubspot.com/cta/redirect/430417/e2e945cd-de8d-4b39-8838-57ec1caee059)   ![Roger Tregear](https://blog.leonardo.com.au/hs-fs/hub/430417/file-1601910334.jpg) ###### Roger Tregear Roger is a Consulting Associate with Leonardo. He delivers consulting and education assignments around the world. This work has involved many industry sectors, diverse cultures, and organization types. Roger briefs executives, coach managers, and support project teams to develop process-based management. Several thousand people have attended Roger's training courses and seminars in many countries - and Roger frequently presents at international business conferences. Roger has been writing a column on BPTrends called Practical Process for over 10 years. This led to the 2013 book of the same name. In 2011, he co-authored Establishing the Office of Business Process Management. He contributed a chapter in The International Handbook on Business Process Management (2010, 2015). With Paul Harmon in 2016, Roger co-edited Questioning BPM?, a book discussing key BPM questions. Roger's own book, Reimagining Management, was published in 2016. - Recent - Popular - Categories ### Lists by Topic - [BPM - Business Process Management (111)](https://blog.leonardo.com.au/topic/bpm-business-process-management) - [BPM/EA Technology (25)](https://blog.leonardo.com.au/topic/bpmea-technology) - [The Process Session (23)](https://blog.leonardo.com.au/topic/the-process-session) - [Process Modelling (18)](https://blog.leonardo.com.au/topic/process-modelling) - [News (14)](https://blog.leonardo.com.au/topic/news) - [Intergration (12)](https://blog.leonardo.com.au/topic/intergration) - [EA - Enterprise Architecture (7)](https://blog.leonardo.com.au/topic/ea-enterprise-architecture) - [Platform (6)](https://blog.leonardo.com.au/topic/platform) - [Business Innovation (5)](https://blog.leonardo.com.au/topic/business-innovation) - [Red Hat (4)](https://blog.leonardo.com.au/topic/red-hat) - [bpm (3)](https://blog.leonardo.com.au/topic/bpm) - [Automation (2)](https://blog.leonardo.com.au/topic/automation) - [Process Automation (2)](https://blog.leonardo.com.au/topic/process-automation) - [Process Mining (2)](https://blog.leonardo.com.au/topic/process-mining) - [Regulatory Optimisation (2)](https://blog.leonardo.com.au/topic/regulatory-optimisation) - [Video (2)](https://blog.leonardo.com.au/topic/video) - [process (2)](https://blog.leonardo.com.au/topic/process) - [redhat (2)](https://blog.leonardo.com.au/topic/redhat) - [CXM (1)](https://blog.leonardo.com.au/topic/cxm) - [RPA (1)](https://blog.leonardo.com.au/topic/rpa) [see all](https://blog.leonardo.com.au/embed-process-governance-at-your-organization#) ## Subscribe and Get The Latest News ## Related Posts ## [UST Acquires Leading Australian Process Transformation Company Leonardo](https://blog.leonardo.com.au/ust-acquires-leonardo) UST Acquires Leading Australian Process Transformation Company Leonardo - Strategic acquisition further strengthens UST’s position in the dynamic ANZ market Melbourne, Australia, 21 February 2024:UST, a leading digital transformation solutions company, has announced the strategic acquisition of Leonardo, a leading provider of business process improvement, automation, and integration services in the ANZ region. The acquisition by UST will empower Leonardo to expand its market reach and enhance its service offerings for clients, combining Leonardo's in-depth process expertise with UST's technology leadership, digital transformation capabilities, and global credentials, and strengthening UST's position in the Australian market. - [Daniel Weatherhead](https://blog.leonardo.com.au/author/daniel-weatherhead) - 5 min read - Feb 21, 2024 9:00:00 AM ## [How to Present Business Process Models to Stakeholders](https://blog.leonardo.com.au/presenting-business-process-models-to-stakeholders) Has an audience member ever interrupted in the middle of a presentation about process analysis to ask, “Can you show us the process models in a simple PowerPoint slide?” – or, ”I don’t want to look at the green and purple boxes, just show me the flow!” Perhaps you then felt that you had wasted some of your efforts in modelling the process with too much detail or in the wrong way. Embarrassed and demoralised, you must have wondered how else could these models be presented. Well, you are not alone! This is a common dilemma when there is a need to present process models to a variety of audiences. There is both art and science in presenting the right level of process detail to the right group of stakeholders, especially if they are not familiar with the process modelling language. Effective presentation is even more critical in larger and complex end-to-end process improvement work and in new automated business model implementations. You may need to use multiple model types to describe the same business processes to various audiences. Hence, it is very important to understand who the stakeholders are and what they would like to see before your audience with them. This article proposes an approach to the effective presentation of business process models based on three key elements: understand, organise, and communicate. - [Daniel Weatherhead](https://blog.leonardo.com.au/author/daniel-weatherhead) - 7 min read - Oct 10, 2023 10:00:00 AM ## [What Are The Most Important Questions In Business Process Management?](https://blog.leonardo.com.au/what-are-the-most-important-questions-in-business-process-management) She who dies with the most answers wins. We seek the truth. We want to know the answers. Paul Harmon started me thinking recently when he invited members of the BPTrends Discussion group on LinkedIn to “describe the purpose of Business Process Management in 160 characters, including spaces and punctuation.” Not easy to do – have a go at it yourself. It felt like I was crafting The Ultimate BPM Answer, which, of course, begged The Ultimate BPM Question. That got me thinking that The Ultimate BPM Problem is that we have plenty of answers and not enough questions. So put all the answers aside for a moment and help me to work out what are the most important questions in Business Process Management? - [Roger Tregear](https://blog.leonardo.com.au/author/roger-tregear) - 6 min read - Jul 30, 2023 10:30:00 AM ### Subscribe to Email Updates [![LeonardoUST_CMYK](https://blog.leonardo.com.au/hs-fs/hubfs/LeonardoUST_CMYK.png?width=791&name=LeonardoUST_CMYK.png "LeonardoUST_CMYK")](https://www.leonardo.com.au) Leonardo drives continuous process improvement through technology and has worked with many leading enterprises in APAC to enhance the performance of their business processes through architecture and automation as well as integrating their applications, platforms and data to enable disruptive technologies. **What We Do** **Resources** ##### Company 2022 ©Incotrade Australia Pty Ltd trading as Leonardo Consulting  |  All rights reserved   |   ACN 066 273 256. |  [Privacy Statement](https://www.leonardo.com.au/privacy)  [**](http://www.facebook.com/leonardoconsultingAU) [**](https://www.linkedin.com/company/leonardo-consulting/) [**](http://www.twitter.com/leonardoBPM) [**](http://www.youtube.com/leonardoconsulting)