Accenture research and experience has found that "only about 15 to 20 percent of an organization's processes create deep and differentiated competitive advantage."  Value-driven BPM can help define IT projects which optimize and innovate the processes that are central to value creation, and standardize those processes that support routine activities that organizations are called upon to execute to continue operating.
Many organizations find it difficult to assemble all of the diverse, distributed, and easy-to-acquire technologies into a coherent form that is tailored to a business' specific needs. Value-driven BPM can help achieve this objective and provide a roadmap that includes IT-based and other interventions to help CIOs and business leaders understand the impact of their IT projects.
The value-driven BPM approach can also identify which BPM capabilities should be established to maintain and grow process improvements over time. For example, implementing a business process automation engine may not be sufficient; an appropriate governance organization may also be needed to respond to changing business requirements. Hence, BPM can make the results from IT projects, like process automation initiatives, sustainable.
The Process of Process Management can make value-driven BPM and all its outcomes happen. That is one of the central tenets of value-driven BPM. Through the process of process management, value-driven BPM can come to life. It can define how the process organization works across the enterprise: focusing on value, the application of appropriate methods and tools, the delivery of process improvement initiatives and systematic people-related transformation activities.
Ideally, value-driven BPM becomes a built-in discipline for process management, creating a sustainable capability for adapting to change and transferring strategy into people and IT based execution --at pace with certainty. Value-driven BPM can bring strategy into action, and make strategy happen.
The following are among the characteristics we've witnessed among successful companies when they implement value-driven BPM through a Process of Process Management:
1. Senior Leadership commits to BPM. Senior management engages with IT leadership, aligning the BPM organization with the company's business and IT strategy to streamline decision making during implementation.
2. They create excitement and sustain interest with small projects that yield quick Benefits. Establishing value-driven BPM takes time, but successful companies add to the momentum by setting clear priorities that support their business goals and deliver quick results. They coordinate process improvements with the development of the BPM capability.
3. They keep it simple. They ask: "What will this be used for, by whom, to deliver what outcome?" while establishing the Process of Process Management to help simplify and reduce redundancy.
4. They extend an appropriate degree of freedom. Applying BPM too rigidly can make processes seem robotic and inflexible, and fail to encourage the agility a company needs. People need freedom to do their jobs. However, processes related to compliance or safety--such as those in finance or some production areas -- are often defined in detail in an effort to avoid accidents or legal issues, and there is little freedom to do things differently.
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