The Leonardo Blog

While many agree on the importance of process measurement, few actually implement good, relevant metrics that allow them to analyse organisational performance and conduct business process improvement initiatives that target critical process issues and opportunities. Few organisations adopt an enterprise-wide measurement framework.

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.

Currently, many outsourcing methodologies exist and there is no shortfall of online resources. Despite this, there is little understood about the role of outsourcing BPM in these methodologies. Taking key steps from BPM related methodologies and outsourcing methodologies, we have developed the follow set of activities to gain value from any BPM outsourcing arrangement.

You could be forgiven for thinking that some conversations among the processerati have more to do with cliché management than process management. Our language can be obscure and our meanings cloaked in layers of obfuscation. If we are to achieve the levels of organizational performance breakthrough that we know are possible via process-based management, we need to pick up our game.

Dilemma? Every day, many thousands of hours are invested in creating business process models. Across the country, around the world, this is a massive investment in time, money, and energy. Is there a satisfactory return on modelling?