An Organizational Approach to BPM Overview and Examples from BPM - PowerPoint PPT Presentation

An Organizational Approach to BPM Overview and Examples from BPM Culture Fitness Studies November 5 th , 2012 Dr. Theresa Schmiedel Institute of Information Systems University of Liechtenstein 1

Agenda Liechtenstein Holistic BPM Cultural Fitness 2

Agenda Liechtenstein Holistic BPM Cultural Fitness 3

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Institute of Information Systems 5

Competence Center CC ‐ BPM CC ‐ ECM CC ‐ IMT CC ‐ ERP Business Enterprise In ‐ Memory Enterprise Process Content Technology Ressource Management Management Planning 6

Agenda Liechtenstein Holistic BPM Cultural Fitness 7

BPM Business Process Management Core Elements Strategic Information Governance Methods People Culture Alignment Technology Sub Elements • Process Management • Process Design • Process Design • Process Skills and • Process • Responsiveness to Decision Making and Modeling and Modeling Expertise Improvement Plan Process Change • Process Roles • Process • Process • Process • Strategy and • Process Values and Responsi- Implementation Implementation Management Process and Beliefs bilities and Execution and Execution Knowledge Capability Linkage • Process Attitudes • Process Metrics • Process Control • Process Control • Process Education • Process and Behaviors and Performance and Measurement and Measurement and Learning Architecture Linkage • Leadership • Process • Process • Process • Process Output Attention to • Process Improvement and Improvement and Collaboration and Measurement Process Management Innovation Innovation Communication Standards • Process • Process • Process Project • Process Project • Process Customers and Management • Process and Program and Program Management Stakeholders Social Networks Management Management Management Leaders Controls Rosemann & de Bruin (2005) vom Brocke & Rosemann (2010) 8

BPM Business Process Management Core Elements Strategic Information Governance Methods People Culture Alignment Technology Sub Elements • Process Management • Process Design • Process Design • Process Skills and • Process • Responsiveness to Decision Making and Modeling and Modeling Expertise Improvement Plan Process Change • Process Roles • Process • Process • Process • Strategy and • Process Values and Responsi- Implementation Implementation Management Process and Beliefs bilities and Execution and Execution Knowledge Capability Linkage • Process Attitudes • Process Metrics • Process Control • Process Control • Process Education • Process and Behaviors and Performance and Measurement and Measurement and Learning Architecture Linkage • Leadership • Process • Process • Process • Process Output Attention to • Process Improvement and Improvement and Collaboration and Measurement Process Management Innovation Innovation Communication Standards • Process • Process • Process Project • Process Project • Process Customers and Management • Process and Program and Program Management Stakeholders Social Networks Management Management Management Leaders Controls Rosemann & de Bruin (2005) vom Brocke & Rosemann (2010) 9

BPM Business Process Management Core Elements Strategic Information Governance Methods People Culture Alignment Technology Sub Elements • Process Management • Process Design • Process Design • Process Skills and • Process • Responsiveness to Decision Making and Modeling and Modeling Expertise Improvement Plan Process Change • Process Roles • Process • Process • Process • Strategy and • Process Values and Responsi- Implementation Implementation Management Process and Beliefs bilities and Execution and Execution Knowledge Capability Linkage • Process Attitudes • Process Metrics • Process Control • Process Control • Process Education • Process and Behaviors and Performance and Measurement and Measurement and Learning Architecture Linkage • Leadership • Process • Process • Process • Process Output Attention to • Process Improvement and Improvement and Collaboration and Measurement Process Management Innovation Innovation Communication Standards • Process • Process • Process Project • Process Project • Process Customers and Management • Process and Program and Program Management Stakeholders Social Networks Management Management Management Leaders Controls Rosemann & de Bruin (2005) vom Brocke & Rosemann (2010) 10

BPM Business Process Management Core Elements Strategic Information Governance Methods People Culture Alignment Technology Sub Elements • Process Management • Process Design • Process Design • Process Skills and • Process • Responsiveness to Decision Making and Modeling and Modeling Expertise Improvement Plan Process Change • Process Roles • Process • Process • Process • Strategy and • Process Values and Responsi- Implementation Implementation Management Process and Beliefs bilities and Execution and Execution Knowledge Capability Linkage • Process Attitudes • Process Metrics • Process Control • Process Control • Process Education • Process and Behaviors and Performance and Measurement and Measurement and Learning Architecture Linkage • Leadership • Process • Process • Process • Process Output Attention to • Process Improvement and Improvement and Collaboration and Measurement Process Management Innovation Innovation Communication Standards • Process • Process • Process Project • Process Project • Process Customers and Management • Process and Program and Program Management Stakeholders Social Networks Management Management Management Leaders Controls Rosemann & de Bruin (2005) vom Brocke & Rosemann (2010) 11

BPM Handbook BPM ‐ Handbook L. Markus M. Hammer R. Burlton K. Harrison-Broninski J. Becker H.M. ter Hofstede D. Karagiannis T.Davenport M. Kirchmer A.W. Scheer M. Weske F. Leymann P. Harmon R. Winter A. Spanyi W. van der Aalst A. Kumar U. Baumoel vom Brocke & Rosemann (2010) 12

Agenda Liechtenstein Holistic BPM Cultural Fitness 13

Relevance of Culture in BPM The process culture is an important ingredient to a successful BPM recipe. Kapil Pant, Consultant 14

How can we get beyond stating the importance of culture in BPM? 15

Cultural Groups and Cultural Identity Person Subgroup Organization Nation Profession 16

Culture routines organization charts technology Visible Culture manners structures actions products Elements mission statement espoused values rituals behavior Above Surface ceremonies physical environment artifacts unconscious feelings Underneath Surface values shared cognition Invisible Culture underlying assumptions Elements deeply embedded thoughts taken ‐ for ‐ granted beliefs basic perceptions Schmiedel (2012) 17

BPM ‐ Culture ‐ Model National Cultures BPM Culture Work Organizational Group Culture Cultures Schmiedel et al. (2012) 18

BPM ‐ Culture ‐ Model National Cultures BPM Culture Work Organizational Group Culture Cultures Schmiedel et al. (2012) 19

Which values are supportive of BPM? 20

Delphi Study Outline around 60 top BPM experts worldwide invited • senior scholars and practitioners • 27 participants from 13 countries • 3 independent coders from 2 continents • period of 12 weeks • response rate of at least 89% in every round • continuously rising level of satisfaction • with the codification of the experts’ input (up to 8.3 out of 10 scores) specific BPM ‐ supportive values 21

BPM ‐ supportive Values from a Delphi Study Which organizational values do you consider directly supportive of achieving BPM objectives? • executing efficient processes • executing effective processes Customer orientation refers to the proactive and responsive attitude towards the needs of process output recipients. Excellence refers to the orientation towards continuous improvement and innovation to achieve superior process performance. Responsibility refers to the commitment to process objectives and the accountability for process decisions. Teamwork refers to the positive attitude towards cross ‐ functional collaboration. 22

How can those values support BPM practice? 23

Operationalization of BPM ‐ supportive Values literature review • 9 interviews with BPM experts from 7 countries • 2 independent coders for own category test • 2 surveys with BPM experts from 11 countries • 4 workshops with 16 academics and practitioners • period of 8 months • tool to measure the identified BPM ‐ supportive values 24

www.bpm ‐ culture.org 25

www.bpm ‐ culture.org 26

www.bpm ‐ culture.org 27

www.bpm ‐ culture.org 28

How does the tool support BPM practice? 29

Implication of the BPM Culture Assessment develop strategies to fill these gaps identify cultural gaps implement measures with regard to BPM to fill cultural gaps 30