BPM Failure Modes

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How BPM fails - forewarned is forearmed

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BPM Failure Modes

  1. 1. A Failure of Process? Exploring the gap between aspiration and achievement Professor Michael Rosemann, QUT Roger Tregear, Leonardo Consulting
  2. 2. Bank: $30 million annual savings Agency: 22% labour cost reduction Retail: 82% cycle time reduction Aid: 75% reduction in delivery cost Delivering Value
  3. 3. Why do we struggle?
  4. 4. the idea of diffusion
  5. 5. a level playing field
  6. 6. a network of ideas
  7. 7. we have no compelling reasons ...
  8. 8. we don’t have a clear BPM strategy …
  9. 9. we communicate the wrong vision …
  10. 10. transactions or transformations …
  11. 11. we do not like change …
  12. 12. we have the wrong people leading …
  13. 13. we lack shared understanding …
  14. 14. Directing Coaching Serving intervention we fail to maintain balance... influence
  15. 15. we lack inclusive proven practices …
  16. 16. we focus on modelling ...
  17. 17. we do not think outside the box …
  18. 18. we are not ambitious enough …
  19. 19. we avoid exposing problems ...
  20. 20. Lead the Organisation Manage risk compliance Determine market strategy Value Chain 1 Manage capital Develop Vision Process 1.1 Process 1.2 Process 1.3 Value Chain 2 Process 2.1 Process 2.2 Process 2.3 Support the Organisation Deliver HR services Maintain physical facilities Deliver IT services Manage finances we lack a unifying system ... m Process 1.2
  21. 21. we deliver no business value ...
  22. 22. we forget to celebrate success …
  23. 23. we don’t survive success ...
  24. 24. no compelling reasons lack of BPM strategy miscommunication transact or transform change resistant wrong people upfront mixed understanding loss of balance lack proven practice focused on modelling thinking inside the box feint ambition avoid exposing problems no unifying system business value missing ignore successes failed to survive success why we struggle ...
  25. 25. Win Themes ...
  26. 26. © Copyright, Leonardo Consulting 2011 All rights reserved. The contents of this document are subject to copyright. No part of it may be reproduced in any way, by electronic means or otherwise without the written permission of Leonardo Consulting.

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