Overview and alignment results of the BPM button collimator mock-up
An OrganizationalApproach toBPM · 2012-11-14 · 8 BPM Strategic Alignment Governance Methods...
32
Dr. Theresa Schmiedel Institute of Information Systems University of Liechtenstein November 5 th , 2012 An Organizational Approach to BPM Overview and Examples from BPM Culture Fitness Studies
Transcript of An OrganizationalApproach toBPM · 2012-11-14 · 8 BPM Strategic Alignment Governance Methods...
1
Dr. Theresa SchmiedelInstitute of Information Systems
University of Liechtenstein
November 5th, 2012
An Organizational Approach to BPMOverview and Examples from BPM Culture Fitness Studies
2
Liechtenstein
Holistic BPM
Cultural Fitness
Agenda
3
Liechtenstein
Holistic BPM
Cultural Fitness
Agenda
4
5
Institute of Information Systems
6
Competence Center
CC‐BPM
BusinessProcess
Management
CC‐ECM
Enterprise Content
Management
CC‐IMT
In‐MemoryTechnology
CC‐ERP
Enterprise Ressource Planning
7
Liechtenstein
Holistic BPM
Cultural Fitness
Agenda
8
BPM
Strategic Alignment Governance Methods Information
Technology People Culture
Core Elements
• Process Improvement Plan
• Strategy and Process Capability Linkage
• Process Architecture
• Process Output Measurement
• Process Customers and Stakeholders
• Process Management Decision Making
• Process Roles and Responsi-bilities
• Process Metrics and Performance Linkage
• Process Management Standards
• Process Management Controls
• Process Design and Modeling
• Process Implementation and Execution
• Process Control and Measurement
• Process Improvement and Innovation
• Process Project and Program Management
• Process Design and Modeling
• Process Implementation and Execution
• Process Control and Measurement
• Process Improvement and Innovation
• Process Project and Program Management
• Process Skills and Expertise
• Process Management Knowledge
• Process Education and Learning
• Process Collaboration and Communication
• Process Management Leaders
• Responsiveness to Process Change
• Process Values and Beliefs
• Process Attitudes and Behaviors
• Leadership Attention to Process
• Process Management Social Networks
BusinessProcess Management
Sub Elements
Rosemann & de Bruin (2005)vom Brocke & Rosemann (2010)
9
BPM
Strategic Alignment Governance Methods Information
Technology People Culture
Core Elements
• Process Improvement Plan
• Strategy and Process Capability Linkage
• Process Architecture
• Process Output Measurement
• Process Customers and Stakeholders
• Process Management Decision Making
• Process Roles and Responsi-bilities
• Process Metrics and Performance Linkage
• Process Management Standards
• Process Management Controls
• Process Design and Modeling
• Process Implementation and Execution
• Process Control and Measurement
• Process Improvement and Innovation
• Process Project and Program Management
• Process Design and Modeling
• Process Implementation and Execution
• Process Control and Measurement
• Process Improvement and Innovation
• Process Project and Program Management
• Process Skills and Expertise
• Process Management Knowledge
• Process Education and Learning
• Process Collaboration and Communication
• Process Management Leaders
• Responsiveness to Process Change
• Process Values and Beliefs
• Process Attitudes and Behaviors
• Leadership Attention to Process
• Process Management Social Networks
BusinessProcess Management
Sub Elements
Rosemann & de Bruin (2005)vom Brocke & Rosemann (2010)
10
BPM
Strategic Alignment Governance Methods Information
Technology People Culture
Core Elements
• Process Improvement Plan
• Strategy and Process Capability Linkage
• Process Architecture
• Process Output Measurement
• Process Customers and Stakeholders
• Process Management Decision Making
• Process Roles and Responsi-bilities
• Process Metrics and Performance Linkage
• Process Management Standards
• Process Management Controls
• Process Design and Modeling
• Process Implementation and Execution
• Process Control and Measurement
• Process Improvement and Innovation
• Process Project and Program Management
• Process Design and Modeling
• Process Implementation and Execution
• Process Control and Measurement
• Process Improvement and Innovation
• Process Project and Program Management
• Process Skills and Expertise
• Process Management Knowledge
• Process Education and Learning
• Process Collaboration and Communication
• Process Management Leaders
• Responsiveness to Process Change
• Process Values and Beliefs
• Process Attitudes and Behaviors
• Leadership Attention to Process
• Process Management Social Networks
BusinessProcess Management
Sub Elements
Rosemann & de Bruin (2005)vom Brocke & Rosemann (2010)
11
BPM
Strategic Alignment Governance Methods Information
Technology People Culture
Core Elements
• Process Improvement Plan
• Strategy and Process Capability Linkage
• Process Architecture
• Process Output Measurement
• Process Customers and Stakeholders
• Process Management Decision Making
• Process Roles and Responsi-bilities
• Process Metrics and Performance Linkage
• Process Management Standards
• Process Management Controls
• Process Design and Modeling
• Process Implementation and Execution
• Process Control and Measurement
• Process Improvement and Innovation
• Process Project and Program Management
• Process Design and Modeling
• Process Implementation and Execution
• Process Control and Measurement
• Process Improvement and Innovation
• Process Project and Program Management
• Process Skills and Expertise
• Process Management Knowledge
• Process Education and Learning
• Process Collaboration and Communication
• Process Management Leaders
• Responsiveness to Process Change
• Process Values and Beliefs
• Process Attitudes and Behaviors
• Leadership Attention to Process
• Process Management Social Networks
BusinessProcess Management
Sub Elements
Rosemann & de Bruin (2005)vom Brocke & Rosemann (2010)
12
BPM‐Handbook
M. Hammer
T.Davenport
P. Harmon
L. Markus
A.W. Scheer
A. Spanyi
J. Becker
M. Weske
A. Kumar
H.M. ter Hofstede
F. Leymann
W. van der Aalst U. Baumoel
D. Karagiannis
K. Harrison-BroninskiR. Burlton
M. Kirchmer
R. Winter
vom Brocke & Rosemann (2010)
BPM Handbook
13
Liechtenstein
Holistic BPM
Cultural Fitness
Agenda
14
Relevance of Culture in BPM
The process culture is an important ingredient to a successful BPM recipe.Kapil Pant, Consultant
15
How can we get beyondstating the importance of
culture in BPM?
16
Profession
Cultural Groups and Cultural Identity
Subgroup
Organization
Nation
Person
17
actions structures
values
Visible Culture
Elements
Invisible Culture
Elements
Above Surface
Underneath Surface
physical environment
technology
products
organization charts
manners
rituals
ceremonies
behavior
unconscious feelings
taken‐for‐granted beliefs
basic perceptions
shared cognition
deeply embedded thoughts
routines
mission statement espoused values
underlying assumptions
artifacts
Culture
Schmiedel (2012)
18
BPM Culture
NationalCultures
WorkGroupCultures
Organizational Culture
Schmiedel et al. (2012)
BPM‐Culture‐Model
19
BPM Culture
NationalCultures
WorkGroupCultures
Organizational Culture
Schmiedel et al. (2012)
BPM‐Culture‐Model
20
Which values are supportive of BPM?
21
Delphi Study Outline
• around 60 top BPM experts worldwide invited• senior scholars and practitioners• 27 participants from 13 countries• 3 independent coders from 2 continents• period of 12 weeks• response rate of at least 89% in every round• continuously rising level of satisfaction
with the codification of the experts’ input (up to 8.3 out of 10 scores)
specific BPM‐supportive values
22
Customer orientation refers to the proactive and responsive attitude towards the needs of process output recipients.
Excellence refers to the orientation towards continuous improvement and innovation to achieve superior process performance.
Responsibility refers to the commitment to process objectives and the accountability for process decisions.
Teamwork refers to the positive attitude towards cross‐functional collaboration.
Which organizational values do you consider directly supportive of achieving BPM objectives?
• executing efficient processes• executing effective processes
BPM‐supportive Values from a Delphi Study
23
How can those valuessupport BPM practice?
24
Operationalization of BPM‐supportive Values
• literature review• 9 interviews with BPM experts from 7 countries• 2 independent coders for own category test• 2 surveys with BPM experts from 11 countries• 4 workshops with 16 academics and practitioners• period of 8 months
tool to measure the identifiedBPM‐supportive values
25
www.bpm‐culture.org
26
www.bpm‐culture.org
27
www.bpm‐culture.org
28
www.bpm‐culture.org
29
How does the toolsupport BPM practice?
30
Implication of the BPM Culture Assessment
identify cultural gapswith regard to BPM
develop strategiesto fill these gaps
implement measuresto fill cultural gaps
31
Customer Orientation
Excellence
Teamwork
Responsibility
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%external customer
internal customer
continuousimprovement
innovation
formal structures
informal structures
accountability
commitment
Company X
Average Top 5
Average Industry Sector
Average Worst 5
Exemplary Analysis Results
32
http://www.facebook.com/bpm.liechtenstein
Dr. Theresa SchmiedelInstitute of Information SystemsUniversity of [email protected]
Thank you!
