Round Trip Revisited

Many business process management initiatives over the world suffer from the same pitfall. Most projects are successful in identifying and solving a particular business problem by redesigning and/or constantly improving the corresponding business process. The ROI figures are impressive and BPM gains the trust from executives. Yet attempts to leverage on the initial success to apply BPM enterprise-wide are often far less successful.

Holacracy

Most organizations have business structures designed like pyramids. The person at the top makes the most important decisions, which then get distributed to managers at various levels until strategies and policies reach workers. There are variations on this format, but they mostly happen on the pyramid's interior. The outside keeps the same shape.

Process Improvement

Every organization has some form of process improvement program in effect today. Some of these are enterprise wide and some are focused on key or mission critical processes. Most are somewhere in between. Some are driven by new technologies, new applications and new strategic direction, objectives, goals and initiatives. Some of these projects come from applying management disciplines like balanced scorecard or value streams, agile process techniques, value chain the Rummler –Brache approach to process change or one of the other 50+ disciplines.

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