(PRWEB UK) 17 September 2013
The research started from a personal interest of Janne Ohtonen about Business Process Management (BPM). He has been working between the academic and professional world over time and knew that although there is a lot of research on the success and failure factors of BPM, that information has not been put to use in the practical world. This led to an idea to gather the most important factors and to create a practical BPM capability factors tool called BPMC.
This management tool helps organisations to identify and improve their business process management capabilities. The tool is built based on an extensive literature review, expert interviews and case studies. The artifact consists of 35 key capability factors that affect the success and failure of BPM initiatives. It also includes a process that organisations can use to take those capability factors into account in their BPM initiatives.
The results of this research contribute to science by identifying the most important BPM capability factors as well as using design science combined with interviews, surveys and case studies to build the tool. From a practical perspective, this research was able to produce a process that can be used in organisations to evaluate their capabilities and then to improve them. The information produced by using the BPM capability tool was found to be both useful and interesting by all participating real-life case organisations.
Three Key Findings:
As part of building the BPMC capability evaluation tool, BPM researcher Janne Ohtonen was able to identify the most important capabilities that have the highest impact on BPM initiative’s success. Here are the top three most important business process management capabilities in order of importance:
1. Co-workers have confidence and trust in each other.
The employees of an organization implement processes. Those employees need to be able to work well together and have trust in each other. Otherwise, employees will have to check what others have done and they are not willing to share their load with others so easily.
2. There is open communication between you and your managers.
Open communication between the management and the employees is crucial. Employees need strong but fair leadership, which removes obstacles from their way while executing the processes. If there is no open communication, then problems tend to be hidden and they hinder the smooth operation of processes.
3. Managers share a vision and information with you.
Employees need to know which direction the organization is heading to. Vision, mission and strategy cannot simply be fluffy words with lots of management talk behind it. People need to feel connected to the vision and managers need to be able to make the vision to come alive for the employees. Also sharing information is very important, so that employees do not have to second-guess what is going on.
About Janne Ohtonen
Janne Ohtonen, a director of NextTen, has contributed to a number of scientific research papers including enterprise architecture, customer experience management, managing logistics and developing organization’s business process management capabilities. His research approaches are acknowledged as genuine thought leadership and used in a number of organisations today. Janne is a regular contributor to BPM and CEM conferences as Keynote speaker and is a regular contributor to C Level Roundtables. You can spot him for example at upcoming Architecture World conferences or the Customer Experience Management Summit.
NextTen is a market leading multinational training and consulting entity with a wide range of customers across multiple markets around the globe. The business believes that customer centric thinking and the efficiency implications of broken process are the most important items on the executive change agenda and that existing approaches need to be significantly enhanced as they are not delivering good enough results with anywhere near enough consistency. NextTen also offers thought leadership and change ideas to demonstrate the company’s expertise and to differentiate it from the traditional sales and marketing function.
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