The success of any Business Process Management initiative is as reliant on the accuracy of the mapped processes and staff buy-in, as it is on the efficiency of the elected enabling software.
The Importance of Accurately Defining the Process
When defining processes for automation capture not only the documented process, but also the informal practices that employees use to ensure their tasks are completed. Focusing solely on formal processes and not informal practises can create more resistance from staff and ultimately lead to the new BPM processes being ignored just as the old formal processes were. Mapping out the real process will ensure that an organisation’s competitive advantage is maintained and should there be an area where a process can be refined it will soon reveal itself.
All organisations who wish to succeed and excel should ensure that their business processes are defined and documented.
While this may sound like a rather sweeping statement, consider this – “Where is most of your organisation’s tacit knowledge stored? Much of an organisation’s competitive advantage lies in the way that things are done not what is done. Even if you are the first to offer a product or service there will soon be an emulator hot on your heels chasing the same market share. The knowledge that personnel gather with experience and experimentation is often lost when said individuals retires, passes away or simply leaves the company. How do you ensure that tacit, human capital is converted into explicit, structural capital? Defined and documented business processes.
The Importance of Executive Buy-In Before Embarking on a BPM Initiative
Be aware that restructuring the way employees work is a profound change and many people resist change for fear of the unknown. People’s lives will be disrupted, star performers may find that their skills become obsolete while slackers may find their laziness discovered – and their jobs on the line. You are going to change how time is spent and how excellence is measured. Be aware that in many instances you may be changing the way customers and suppliers engage with the company. Read more on executive buy-in.
Before embarking on any BPM initiative, ensure you have buy-in from the executives and that all modifications fit into the larger strategic plan.
How FlowCentric Processware Addresses These Concerns
FlowCentric Processware cultivates on-going collaboration between IT and Business Users to jointly build applications that effectively integrate people, processes and information. This collaboration often encourages greater understanding of each other’s requirements, knowledge sharing and aids in providing the organisation at large with the best IT enabled and business based systems.
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