“Even if lower-level employees initiate the move to process management, implementation teams need an executive champion to help drive implementation throughout the organization. Without committed senior leadership, process management will not get the funding or resources needed to sustain it long term.”
-Holly Lyke-Ho-Gland

“As AngelList COO Kevin Laws points out, ‘The business model exists to serve the mission, not the other way around.’”
-Vineet Nayar

From the BPM Forum

“At a high level it may be acknowledged that the process is ‘broken’ and the focus should just be on modeling the to-be right out of the gate. The reality is, however, the as-is is and can be are instrumental to understanding the ‘who, what and where’ as to WHY it's broken.”
-Patrick Lujan

“I want to learn why certain things worked better or worse. And I definitely do not want to make the same mistakes over and over again...So therefore I believe in a hybrid approach. You wouldn't want to capture every single process down to an infinite level of detail. But you do want a proper and relevant context!”
-Walter Brill

“If you don't have any measures for what is happening today, how will you objectively know how by much it will be better, faster, cheaper tomorrow? Next the Future always takes some time to arrive, so why not get the organisation into 'Change Mode' by fixing some of the smaller, easier issues first and gain some early paybacks?”
-Ross Harling

“Maybe working in the public sector gives me too specific of a background, but the as-is process review (perhaps not really necessary to be "meticulously" documented or reviewed ad nauseum) is absolutely necessary as a jumping off point. It's the introduction to the history, progress, problems, and background as to why you are there to fix it/improve it.”
-Amy Barth

“I always liked the phrase "paving the cowpath" for how it captured a certain (not necessarily wise) way of automating a process. That said, and acknowledging that sometimes a revolution is necessary, the cowpath embodies so much of the tacit on which work depends.”
-John Morris

“Fraud can, to some extent, be prevented by BPM. Among the fraud triangle - pressure, opportunity and rationalisation - BPM can prevent opportunity to arise via smart design of process controls.”
-Bogdan Nafornita

“BPM can only enforce a well defined process in the system, not the minds and behaviour of an individual.”
-Pritiman Panda

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