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- Dr. Theresa Schmiedel
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An Organizational Approach to BPM Overview and Examples from BPM - - PowerPoint PPT Presentation
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
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Liechtenstein Holistic BPM Cultural Fitness
Agenda
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Institute of Information Systems
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Competence Center CC‐BPM Business Process Management CC‐ECM Enterprise Content Management CC‐IMT In‐Memory Technology CC‐ERP Enterprise Ressource Planning
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Liechtenstein Holistic BPM Cultural Fitness
Agenda
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BPM
Strategic Alignment Governance Methods Information Technology People Culture
Core Elements
- Process
Improvement Plan
- Strategy and
Process Capability Linkage
- Process
Architecture
- Process Output
Measurement
- Process
Customers and Stakeholders
- Process
Management Decision Making
- Process Roles
and Responsi- bilities
- Process Metrics
and Performance Linkage
- Process
Management Standards
- Process
Management Controls
- Process Design
and Modeling
- Process
Implementation and Execution
- Process Control
and Measurement
- Process
Improvement and Innovation
- Process Project
and Program Management
- Process Design
and Modeling
- Process
Implementation and Execution
- Process Control
and Measurement
- Process
Improvement and Innovation
- Process Project
and Program Management
- Process Skills and
Expertise
- Process
Management Knowledge
- Process Education
and Learning
- Process
Collaboration and Communication
- Process
Management Leaders
- Responsiveness to
Process Change
- Process Values
and Beliefs
- Process Attitudes
and Behaviors
- Leadership
Attention to Process
- Process
Management Social Networks
Business Process Management Sub Elements Rosemann & de Bruin (2005) vom Brocke & Rosemann (2010)
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BPM
Strategic Alignment Governance Methods Information Technology People Culture
Core Elements
- Process
Improvement Plan
- Strategy and
Process Capability Linkage
- Process
Architecture
- Process Output
Measurement
- Process
Customers and Stakeholders
- Process
Management Decision Making
- Process Roles
and Responsi- bilities
- Process Metrics
and Performance Linkage
- Process
Management Standards
- Process
Management Controls
- Process Design
and Modeling
- Process
Implementation and Execution
- Process Control
and Measurement
- Process
Improvement and Innovation
- Process Project
and Program Management
- Process Design
and Modeling
- Process
Implementation and Execution
- Process Control
and Measurement
- Process
Improvement and Innovation
- Process Project
and Program Management
- Process Skills and
Expertise
- Process
Management Knowledge
- Process Education
and Learning
- Process
Collaboration and Communication
- Process
Management Leaders
- Responsiveness to
Process Change
- Process Values
and Beliefs
- Process Attitudes
and Behaviors
- Leadership
Attention to Process
- Process
Management Social Networks
Business Process Management Sub Elements Rosemann & de Bruin (2005) vom Brocke & Rosemann (2010)
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BPM
Strategic Alignment Governance Methods Information Technology People Culture
Core Elements
- Process
Improvement Plan
- Strategy and
Process Capability Linkage
- Process
Architecture
- Process Output
Measurement
- Process
Customers and Stakeholders
- Process
Management Decision Making
- Process Roles
and Responsi- bilities
- Process Metrics
and Performance Linkage
- Process
Management Standards
- Process
Management Controls
- Process Design
and Modeling
- Process
Implementation and Execution
- Process Control
and Measurement
- Process
Improvement and Innovation
- Process Project
and Program Management
- Process Design
and Modeling
- Process
Implementation and Execution
- Process Control
and Measurement
- Process
Improvement and Innovation
- Process Project
and Program Management
- Process Skills and
Expertise
- Process
Management Knowledge
- Process Education
and Learning
- Process
Collaboration and Communication
- Process
Management Leaders
- Responsiveness to
Process Change
- Process Values
and Beliefs
- Process Attitudes
and Behaviors
- Leadership
Attention to Process
- Process
Management Social Networks
Business Process Management Sub Elements Rosemann & de Bruin (2005) vom Brocke & Rosemann (2010)
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BPM
Strategic Alignment Governance Methods Information Technology People Culture
Core Elements
- Process
Improvement Plan
- Strategy and
Process Capability Linkage
- Process
Architecture
- Process Output
Measurement
- Process
Customers and Stakeholders
- Process
Management Decision Making
- Process Roles
and Responsi- bilities
- Process Metrics
and Performance Linkage
- Process
Management Standards
- Process
Management Controls
- Process Design
and Modeling
- Process
Implementation and Execution
- Process Control
and Measurement
- Process
Improvement and Innovation
- Process Project
and Program Management
- Process Design
and Modeling
- Process
Implementation and Execution
- Process Control
and Measurement
- Process
Improvement and Innovation
- Process Project
and Program Management
- Process Skills and
Expertise
- Process
Management Knowledge
- Process Education
and Learning
- Process
Collaboration and Communication
- Process
Management Leaders
- Responsiveness to
Process Change
- Process Values
and Beliefs
- Process Attitudes
and Behaviors
- Leadership
Attention to Process
- Process
Management Social Networks
Business Process Management Sub Elements Rosemann & de Bruin (2005) vom Brocke & Rosemann (2010)
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BPM‐Handbook
- M. Hammer
T.Davenport
- P. Harmon
- L. Markus
A.W. Scheer
- A. Spanyi
- J. Becker
- M. Weske
- A. Kumar
H.M. ter Hofstede
- F. Leymann
- W. van der Aalst
- U. Baumoel
- D. Karagiannis
- K. Harrison-Broninski
- R. Burlton
- M. Kirchmer
- R. Winter
vom Brocke & Rosemann (2010)
BPM Handbook
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Liechtenstein Holistic BPM Cultural Fitness
Agenda
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Relevance of Culture in BPM
The process culture is an important ingredient to a successful BPM recipe.
Kapil Pant, Consultant
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How can we get beyond stating the importance of culture in BPM?
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Profession
Cultural Groups and Cultural Identity
Subgroup Organization Nation
Person
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actions structures values Visible Culture Elements Invisible Culture Elements
Above Surface Underneath Surface physical environment technology products
- rganization charts
manners rituals ceremonies behavior unconscious feelings taken‐for‐granted beliefs basic perceptions shared cognition deeply embedded thoughts routines mission statement espoused values underlying assumptions artifacts
Culture
Schmiedel (2012)
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BPM Culture National Cultures Work Group Cultures Organizational Culture
Schmiedel et al. (2012)
BPM‐Culture‐Model
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BPM Culture National Cultures Work Group Cultures Organizational Culture
Schmiedel et al. (2012)
BPM‐Culture‐Model
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Which values are supportive of BPM?
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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
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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. Which organizational values do you consider directly supportive of achieving BPM objectives?
- executing efficient processes
- executing effective processes
BPM‐supportive Values from a Delphi Study
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How can those values support BPM practice?
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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
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www.bpm‐culture.org
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www.bpm‐culture.org
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www.bpm‐culture.org
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www.bpm‐culture.org
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How does the tool support BPM practice?
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Implication of the BPM Culture Assessment
identify cultural gaps with regard to BPM
develop strategies to fill these gaps
implement measures to fill cultural gaps
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Customer Orientation Excellence Teamwork Responsibility
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% external customer internal customer continuous improvement innovation formal structures informal structures accountability commitment Company X Average Top 5 Average Industry Sector Average Worst 5
Exemplary Analysis Results
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http://www.facebook.com/bpm.liechtenstein
- Dr. Theresa Schmiedel