From the Operational Improvement Consulting Alliance...
Any company's ability to operate effectively is a direct result of good processes and rules. But, today an additional element must be thrown into this mix. That is the ability to absorb and adjust to change quickly.
Today, many companies have parts of this mix in place and under control. But, few really understand their processes and how to optimize both at the process level [cross organization] and at the workflow level [within an organizational unit]. Fewer still have an ability to support rapid change or to control the majority of change taking place in the company.
My Thoughts...
Over the years, I have talked to many companies. I was surprised at how few have even begun to address their business processes. Today, I am surprised if they are doing any business process management.
I am sure that there are many reasons for this, but I would expect the top of the list to include...
• Change - Companies [people] don't like change. This is the number one killer of any large project.
• The Solution Crosses Organizational Boundaries - Once any solution crosses organizational boundaries, 'control' becomes an issue. People are possessive about their processes, their data, etc.
• Lack of Management Backing - Some projects can survive without this backing, but if it crosses boundaries it is not likely to succeed.
• Perception - BPM projects are perceived to be too big and expensive. So, you hear 'we can't afford to do that'.
Back to my mantra - if you want your company to be one of the companies that breaks out of this 'depression' stronger, then you must get more efficient. Don't we all want to increase revenues, decrease costs and improve customer relationships? This should lead to increased market share and increased profits.
Your Thoughts...
Has your company taken on process management? How is it going?
Keeping it Real!
I agree with you that BPM is not as widely deployed as its benefits would suggest or the analysts would have us believe. I have often written about this issue in my blog Leadership BPM (http://bpm.rashid-khan.com ), most recently in the post titled "BPM: Jack of All Trades...but Master of None?" (http://blog.leadershipbpm.com/bpm-jack-of-all-trades/ )
You have pointed out some good reasons for the lack of adoption, but I think the biggest one is the complexity of BPM.
Since I'm presenting on Agile SOA tomorrow at the MITRE conference, I thought it appropiate to create a slide on a proposed SOA Manifesto. Let me know your feedback:
1) Architecture driven (over product driven implementation)
2) Integrated Systems, Processes, and People (over individual silo's)
3) Business Visibility and Understanding (over IT priorities)
4) Re-usability (over redundant efforts)
5) Standards and Governance (over non structure)
6) Agility and Adaptability (over non flexibility).
Risk management is an important skill that can be applied to a wide variety of projects.This is particularly important in an era of downsizing, consolidation, shrinking budgets, increasing technological sophistication, and shorter development times.
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