"We've spent a year and a half to map our processes to 3rd and somwhere to 4th level. I'm afraid we won't get the level 6 as required in any reasonable time."
And the second one, basically about the same:
"We were mapping our processes quite succesfully but we kinda run out of critical resource. -??? - The wall in the boardroom is fully covered."
R = I x A squared. Results = Initiative x Adoption squared.
It doesn't matter what you do (BPM initiative), what matters is how well it is adopted in the workforce. In fact one client told me it was not squared, but A to the power 14.
"Each BPM vendor, each BPM consultant, and each BPM client understands BPM differently."
Here my favorite quote:
"BPM is not about technology or workflows.... BPM is about the discipline of management and transformation of a legacy, of one of the most important asset of an organization... is about the discipline of the management and transformation of the business processes... simply about everything that that We do for one Customer and for ourselves."
The business schools reward difficult complex behavior more than simple behavior, but simple behavior is more effective. Warren Buffett
“If you can show me the business case, it is already too late” Bill Gates
“Every act of creation is first of all an act of destruction” Picasso
“If we have data, let’s look at data. If all we have are opinions, let’s go with mine.” Barksdale
“As long as you’re going to be thinking anyway, think big.” Donald Trump
“Writing a plan makes you feel in control of things you don’t actually control” Jason Fried author Rework
“If you cannot fail, you cannot learn” Eric Ries
“You don’t learn to walk by following rules. You learn by doing and falling over.” Richard Branson
“An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.”Jack Welch
"It is not necessary to change. Survival is not mandatory."-- William Edwards Deming
“Most companies do not have a strategy. To be emphatically blunt, most companies and their top executives do not have a good rationale for doing the things they are doing and cannot explain coherently how their actions should lead to superior performance.”Freek Vermeulen, Associate Professor of Strategy and Entrepreneurship at the London Business School
And my favourite... Thought for the Day – shouldn’t we have more than one thought in a day?