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Success Factors And New Perspectives Of BPM To Enable Scale

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What are the classical factors of successful BPM? How should we include loose coupling, social media and agile methods (like Scrum and Kanban) in our BPM-approach?

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Success Factors And New Perspectives Of BPM To Enable Scale

  1. 1. Prof. Dr. Ayelt Komus Struktur  Technologie  Mensch Success Factors And New Perspectives Of BPM To Enable Scale Process Summit Q4, 2012Leading Processes to Enable Scale October, 23rd, Wiesloch - Germany Prof. Dr. Ayelt Komus BPM–LaboratoryUniversity of Applied Sciences Koblenz www.komus.de komus@hs-koblenz.de www.twitter.com/AyeltKomus www.komus.de
  2. 2. Telegraphy http://commons.wikimedia.org/wiki/File:Nokia_evolucion_tama%C3%B1o.jpg© Ayelt Komus www.komus.de @AyeltKomus 2
  3. 3. Telex http://commons.wikimedia.org/wiki/File:Fornebu_telex_central.jpg© Ayelt Komus www.komus.de @AyeltKomus 3
  4. 4. Fax Machine http://commons.wikimedia.org/wiki/File:Fax-amarys.jpg© Ayelt Komus www.komus.de @AyeltKomus 4
  5. 5. Mobile Phones (Nokia) http://commons.wikimedia.org/wiki/File:Nokia_evolucion_tama%C3%B1o.jpg© Ayelt Komus www.komus.de @AyeltKomus 5
  6. 6. Long-Term Technology© Ayelt Komus www.komus.de @AyeltKomus 6 © pio3 - Fotolia.com
  7. 7. Long-Term Asset: Business Process Management Top Management Department Department Department Department A B C D Product 1 Product 2 Product 3© Ayelt Komus www.komus.de @AyeltKomus 7
  8. 8. Long-Term Asset: Business Process Management Top Management You Department can not not manage processes! Department Department Department A B C D Product 1 Good BPM is a sustainable business advantage! Product 2 Product 3© Ayelt Komus www.komus.de @AyeltKomus 8
  9. 9. BPM And Business-Success Go Hand-In-Hand 82% ‘know’ or ‘believe’ their EBIT-margin is above industry average How successful was your company compared to other companies in the industry? 45% 41% 40% 35% 35% 30% 24% 25% 20% 15% 10% 5% 0% 0% 0% 0% Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz© Ayelt Komus www.komus.de @AyeltKomus 9
  10. 10. BPM-Survey: Managed BPM And Profit Margin Higher profit margin with managed BPM (Median 6-8% vs. 4-6%) 25,00% 20,00% Percentage of Companies 15,00% Managed BPM "Gezieltes BPM" "Keinmanaged BPM-Activities No gezieltes BPM" 10,00% Median 5,00% 0,00% bis 2% 2-4% 4-6% 6-8% 8-10% 10- 20- 30- 40- über 20% 30% 40% 50% 50% Profit Margin Source: BPM-Survey, Prof. Komus – FH Koblenz© Ayelt Komus www.komus.de @AyeltKomus 10
  11. 11. BPM + 6 Sigma: BPM And Profit Margin Higher Profit Margins For BPM-Companies Source BPM + Six Sigma study, FH Koblenz© Ayelt Komus www.komus.de @AyeltKomus 11
  12. 12. Company’s Success How successful do you consider your company to be looking back at the last 3 years? deutlich erfolgreicher als andere Unternehmen much more successful 7% der Branche erfolgreicher als andere Unternehmer der more successful 38% Branche ähnlich erfolgreich wieas successful as other about andere Unternehmen 44% der Branche companies in industry weniger erfolgreich als andere Unternehmen 6% der Branche less successful deutlich weniger erfolgreich als andere Unternehmen derless successful significantly Branche 1% uncertain – no opinion unbekannt - keine Meinung 2% n=81 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 89% of BPM-study-participants are at least as successful as other companies in same industry Quelle: Studie Qualität im BPM – www.q-in-bpm.info© Ayelt Komus www.komus.de @AyeltKomus 12
  13. 13. BPM-Laboratory www. www. Status- BPM-ERP- Quo- Update www. Agile .de Status-Quo- .de Praxis- Chemie- BPM forum Pharma .de Laboratory BPM&ERP** www. BPM- BPM- www. www. BPM6Sigma. IT-Radar Survey de Best Q-in-BPM .info BPM Combination Practice .info Today’s and in SME of BPM Expert future and with other Interviews Quality. topics In large methods with BPM- in BPM BPM and enterprise (esp. 6Sigma) Best Practice ERP Companies BPM-Umfrage (Studie) BPM-Check (Interactive Maturity Model) Empirical Studies Practical Experience BPM-ExpertiseBPM: Business Process Management ** www.bpmerp.de *** Worskhops/Trainings© Ayelt Komus www.komus.de @AyeltKomus 13
  14. 14. Books What are the What does the BPM success factors of of BPM-Best- Wikipedia and other Practice-Companies to learn from in the look like? field of BPM? BPM-Success How to use Factors of Deutsche Social Media Bank, Miles & More, in the organization? Bayer, Generali and many other Other Publiactions: www.komus.de/publikation© Ayelt Komus www.komus.de @AyeltKomus 14
  15. 15. BPM Best Practice-Study  Participants: Bayer HealthCare AG, Cosmos Direkt, Deutsche Bank AG, DZ Bank AG, E.ON Energie AG, EDEKA Minden-HannoverIT-/ logistic service GmbH, EnBW Energie Baden-Württemberg AG, Finanz Informatik Technologie Service GmbH & Co. KG, Generali Deutschland Holding AG, Lufthansa Miles & More, Nordenia Deutschland Gronau GmbH, Paul Hartmann AG, Siemens AG, Siemens Healthcare, VIS Informatik GmbH (Generali Wien), Volkswagen AG, Watt Deutschland GmbH  Distribution by size* • 63% – very large-scale enterprise (7 DAX-Companies) • 25% – large-scale enterprise (GU), • 13% – midsize companies (MU) * Segmentation based on number of employees and turnover; difference to 100% due to rounding errors© Ayelt Komus www.komus.de @AyeltKomus 15
  16. 16. Success Factors And New Perspectives To Enable Scale  Success Factors  New Perspectives  To Enable Scale© Ayelt Komus www.komus.de @AyeltKomus 16
  17. 17. 4 Areas Of Successful BPM-Systems People Strategy Structure Technology© Ayelt Komus www.komus.de @AyeltKomus 17
  18. 18. Areas Of Successful BPM-Systems People Strategy Structure Technology© Ayelt Komus www.komus.de @AyeltKomus 18
  19. 19. BPM-Strategy-Alignment 82% BPM Best Practice-Companies align their BPM to Business Unit- or Company-Strategy Only 18% “systematic documented process” 65% “implicit process” Best Practice BPM–Leaders have a very good understanding of business needs and goals. Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz Quelle Bild: http://commons.wikimedia.org/wiki/File:NonSynchronousGearBoxSF.jpg© Ayelt Komus www.komus.de @AyeltKomus 19
  20. 20. Immediate Value- In Short Term! © olly - Fotolia.com © olly - Fotolia.com© Ayelt Komus www.komus.de @AyeltKomus 20
  21. 21. Areas Of Successful BPM-Systems People Strategy Structure Technology© Ayelt Komus www.komus.de @AyeltKomus 21
  22. 22. Linking IT-Systems And Models  only 41% realized links between business models and IT-models  only 25% realized links between IT-systems in production and business models BUT:  71%: development of IT-applications based on process-oriented methods connection between IT-systems and models is surprisingly poor  “Round-Trip” is not very common yet. Exception: BPMS But more often than not BPMS-round-trips are not connected to “true” business modelling-world Gartner‘s Businness Process Improvement Cycle Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz© Ayelt Komus www.komus.de @AyeltKomus 22
  23. 23. From Business To Technical Perspective Of Modelling First workshop Before technical implementation TIME Diagrams: courtesy of Siemens© Ayelt Komus www.komus.de @AyeltKomus 23
  24. 24. The Beauty Of Models© Anna Khomulo - Fotolia.com © Ayelt Komus www.komus.de @AyeltKomus 24
  25. 25. All Models Are Models The Beauty Of Wrong http://en.wikipedia.org/wiki/File:GeorgeEPBox.jpg, abg. 16.4.2012 “Essentially, all models are wrong, but some are useful.” Long-term-thinking is crucial! Who will maintain the process-model? George E. P. Box:© Anna Khomulo - Fotolia.com © Ayelt Komus www.komus.de @AyeltKomus 25
  26. 26. Areas Of Successful BPM-Systems People Strategy Structure Technology© Ayelt Komus www.komus.de @AyeltKomus 26
  27. 27. Process Managers 59% 60%  PMs are widespread (82%) 50% 40%  PMs with full line management 30% competencies concerning employees 18% 20% in relevant processes only 12% 12% 12% 10% 0% 0%  Pragmatic approach of combining process approach with existing managerial structures Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz© Ayelt Komus www.komus.de @AyeltKomus 27
  28. 28. BPM Center Of Excellence  BPM Center of Excellence in almost all Best Practice-Companies  No line management structure between Center of Excellence and process managers  Typical Tasks  Definition of standards  Centralized services  Quality Management and Quality Assurance  Responsible for Technical BPM-Infrastructure Source: BPM Best Practice-Study – Prof. Komus – HS Koblenz Quelle Bild: ttp://commons.wikimedia.org/wiki/File:Heliocentric_solar_system.png© Ayelt Komus www.komus.de @AyeltKomus 28
  29. 29. The Big Divide: Technical And Business BPM© Ayelt Komus www.komus.de @AyeltKomus © eurobanks - Fotolia.com 29
  30. 30. Areas Of Successful BPM-Systems People Strategy Structure Technology© Ayelt Komus www.komus.de @AyeltKomus 30
  31. 31. It’s The People, Stupid!© Ayelt Komus www.komus.de @AyeltKomus 31
  32. 32. Defined Standards And Reality© Ayelt Komus www.komus.de @AyeltKomus 32

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