--- title: The importance of a process measurement friendly culture description: A process measurement friendly culture is a prerequisite for the success of process based management. image: https://blog.leonardo.com.au/hubfs/Images/LC_Blog/15_Blog_aUGUST-4.jpg --- [![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 ## [The importance of a process measurement friendly culture](https://blog.leonardo.com.au/the-importance-of-a-process-measurement-friendly-culture) Written by [Roger Tregear](https://blog.leonardo.com.au/author/roger-tregear) On September 3, 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%2Fthe-importance-of-a-process-measurement-friendly-culture) - [**](https://www.twitter.com/share?url=https%3A%2F%2Fblog.leonardo.com.au%2Fthe-importance-of-a-process-measurement-friendly-culture) - [**](http://www.linkedin.com/shareArticle?mini=true&url=https://blog.leonardo.com.au/the-importance-of-a-process-measurement-friendly-culture) [All Posts](https://blog.leonardo.com.au) # The importance of a process measurement friendly culture - [Tweet](https://twitter.com/share) ![15_Blog_aUGUST-4](https://blog.leonardo.com.au/hs-fs/hubfs/Images/LC_Blog/15_Blog_aUGUST-4.jpg?width=700&name=15_Blog_aUGUST-4.jpg) One of the most significant roadblocks to robust process performance [governance](https://blog.leonardo.com.au/5-key-elements-to-bpm-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. > Measurement phobia...is the enemy of process improvement.  During a [process-improvement](https://blog.leonardo.com.au/identifying-opportunities-in-process-improvement) project, a strange conversation happened with a senior manager. The project team was investigating a process with a customer satisfaction problem, and had developed three change ideas that would significantly increase customer satisfaction at quite low cost. Quite rightly, the team was pleased with its work. However, the senior manager pushed back and found reasons why the changes should not be made. This went on for several days, with the team dispatching each new objection as it came up. Finally, the manager took the project leader aside and explained that his real concern was that if customer satisfaction increased from 83% to 95%, he would get sacked. He was prepared to accept a new target of 85% and that, over time (a year or two), it might be “safe” to achieve the 95% mark. He was serious. This was a culture of continuous dissembling, not continuous improvement. Most people will readily agree that continuous improvement is a noble aspiration and a practical objective. The other side of that same coin, however, is to be continuously finding aspects of the organization that are not performing as well as they might. This ‘negative’ perspective is not always as welcome. Explaining to a manager that there are ways to cost-effectively achieve significant improvement in the performance of one of her processes may not be received as the good news it was thought to be. The manager, and the organization, might see that as a past failure rather than an ongoing success. To some extent, this happens in all organizations. When was the last time that finding a new performance problem triggered a celebration in any organization? Measurement phobia, caused by an organization’s predisposition to use performance data to censure rather than improve, is the enemy of process improvement and management. The personal, team, and organizational culture must be such that all stakeholders are always looking for, and openly finding, things that need to be improved. A process measurement-friendly culture is a prerequisite for the success of process-based management. Such [cultural change](https://blog.leonardo.com.au/creating-a-culture-of-continuous-problem-finding) needs to be actively nurtured in parallel with the process performance measures discovery ideas outlined in the paper below. [![Process Measurement BPM](https://no-cache.hubspot.com/cta/default/430417/77d6bd06-2ed6-46a4-8c07-7c11a0f59249.png)](https://cta-redirect.hubspot.com/cta/redirect/430417/77d6bd06-2ed6-46a4-8c07-7c11a0f59249) ![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/the-importance-of-a-process-measurement-friendly-culture#) ## 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)