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In the January edition of The BPM Professional  I wrote about BPM suites and whether they were really enabling business performance or not. The conclusion I came to was that while the technology might be able, the business is not willing - certainly not prepared.This is because the optimal use of a BPMS, indeed any technology including ERP and SOA applications, actually requires a significant change in the way many businesses are managed - to a process-oriented approach. With the introduction of new technology usually being in the form of an IT-driven project rather than part of a business-driven management practice, the benefits promoted by vendors are rarely achieved. Indeed, without a culture of process thinking , the technology benefits of a BPMS/ERP/SOA will never be realised.The reality is that the business understanding and maturity of BPM is years behind and therefore often unable to fulfil on the technology potential. So, the focus of BPM(S) should be on where the major opportunity lies - with the business. The ROI of a technology solution is not a technology issue, it is a management issue - more specifically, it is a leadership and people management issue that requires a paradigm shift in the way in which businesses are managed. Tools and technology can certainly be excellent enablers of process improvement and innovation. To realise the (business) promise of process-enabling technologies, however, organisations will have to be able to manage their business processes first, or a very close second if the IT-driven transformation of a BPM deployment is well managed. "Greg the Architect" always provides a unique way of articulating a point - the ROI of the Beholder episode highlighting the difficulties a CIO faces in showing the business the ROI of SOA.THIS TIME LAST YEAR... Customer Service through Lean Management at Toyota |
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