Many BPM promoters also stress technology (again) as an enabler of business transformation.Īlthough BPM today clearly draws on earlier process-oriented management theories, there are significant differences.
Like BPR, discussions of BPM often emphasize process thinking as a way to lower costs, increase the quality of services and products, and improve personnel productivity.
Few CEOs have the fortitude to drive such comprehensive transformation.Īgainst this background, it is no surprise that many are reluctant to adopt today’s “BPM” focus. The impact on employees, on facilities, on existing investments in systems, and even on the organizational culture is too significant. For many organizations, then and now, this "wipe the slate clean" approach to business process re-engineering (BPR) is simply too difficult, too radical and too comprehensive. The book also promoted the idea that IT was the key enabler for such radical change. In the late 1980s, Michael Hammer and James Champy published a bestselling book, Reengineering the Corporation, promoting the idea that radical redesign and reorganization of an enterprise was necessary to lower costs and increase quality so American businesses could become more competitive. This article originally appeared in the members-only quarterly BPM Strategies Magazine.
0 kommentar(er)
