BPM & Management by Maxims

29 Nov

When an organisation enlists a BPM initiative it is doing so in the hope that it will lead to… What?  What is the end of that sentence?

In an article I’ve read on a BPM blog  http://www.bpmleader.com/2012/01/25/the-problem-of-bpm-definition/, it highlights the need for management to understand what exactly the end of that sentence is within the context of their own firm, it illustrates that an organisation must know what it wants BPM to improve, automate or eliminate before it decides to implement it!

But isn’t that obvious? Is it really the case that it is necessary to drive that point home? If we consider the definition of BPM the author of that article uses : “BPM is the entirety of the way work is done in an enterprise” then perhaps determining the tangible results expected from BPM is very necessary.

There was one particular part of the blog, which reminded me of a discussion I was involved in recently, while debating the relevance of the paper Management By Maxim (Broadbent & Weill), a paper written in 1997, it was mentioned that the framework produced in the paper was too simplistic & that the emphasis that was placed on the importance of clear communication of a firms strategy and the effect that strategy could have on determining its’ IT infrastructure was resoundingly obvious!

However here in a blog written in 2012, a similar premise is being advocated, that CEO’S, CTO’S etc. must determine first what it is their strategy is, is it cutting costs, automating processes or customer retention and only when that decision is reached is it sensible to focus on what BPM tools will be employed to achieve that strategy!
Could it be that the Management by Maxim framework is alive & well?!

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