1. carlos evangelista
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  3. Monday, 20 January 2014
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Defined the strategic plan for the next ten years. Now, I need to run.
What are the next steps:

1 - Where to start?
2 - Is there any RoadMap?
3 - You can execute the strategic plan without BPM?
4 - What are the best practices?
Accepted Answer Pending Moderation
Hi Carlos, according of my understanding of your question, here you have my opinion:

1- Where to start?. Define and compile some key elements of business strategy, as following:

1.1) Mission and Vision (are generic, but are important drivers to the following elements);
1.2) What products/services to offer? in what markets? using what channels? etc.
1.3) What is the value proposition? or what should motivate clients to buy your products/services, instead to prefer your competitors?. PRICE, PRODUCT (innovation and quality), PLACEMENT (brand, intimacy with clients, flexibility and service quality), or PROMOTION (offer basic products/services to get clients, and then grow on the customer base - concept of First Move Advantage).
1.4) What corporate objectives and how to measure that?. E.g., using a BSC;
- Financial perspective - ROI, shareholder value, Cash Flow, ...;
- Clients - market segments, customer satisfaction, price - quality, delivery times, ...;
- Processes - processing time, waiting time, process frequency, process costs, time to market, ...;
- Learning - staff satisfaction, fluctuation, productivity, ...).

2- Is there any RoadMap?. What I'm trying to summarize along my answers.

3- You can execute the strategic plan without BPM?.
- Many companies are running their business without BPM, or at least without the concept of management by processes interiorized.
- So, the question is whether they can be more efficient and effective with BPM, and the answer is YES. WHY and HOW?
- You should define your business process structure aligned with what you have defined in your business strategy, because is through the processes that you should execute the strategy. Here you have some tips:
3.1) E.g., if your value proposition is based on Price, you should find competitive advantages in the processes costs, but if it's Product (innovation and quality), you should focus on those processes which lead to the innovation and quality, etc.;
3.2) Define the E2E processes since the requests until deliveries to customers, what should combine with the products/services to produce;
3.3 ) Unfold the strategic goals into measurable KPIs that can be introduced in key points of processes that contribute to their achievement.
3.4) Introduce mecanisms of implementation and monitoring of processes. By analisys of monitoring, you can early identify deviations from the strategic goals, and act in time with required adjustments.

Finally, choose one BPM tool that responds to these requirements, otherwise, it becomes hard to align and specially to maintain all these elements. Anyway, note that managing the life cycle of business processes is manage the business itself, i.e., is not something else that joins to the management of the business.

4 - What are the best practices?.
- With the tips above, I think you can pursue your own best practices, because there is nothing you can buy, but rather to cultivate within your organization.

Sorry for the length of the text. Hope it helps!
  1. more than a month ago
  2. BPM Discussions
  3. # 1
Accepted Answer Pending Moderation

The approach I have used consistently is to focus on creating a pragmatic execution strategy that is linked to the intent of the organisation. This is an obvious intent but most battle to do this in reality. In summary, it has the following major steps:

1) Clarify and prioritise business value drivers - what would the top management identify as the most important drivers of improved company performance - resulting in a Value Driver Tree

2) Complete a Process Impact Assessment - Identifying which business processes have the greatest impact on realising the priority value drivers - resulting in a PIA

3) Process Assessment - Assess the capability gap for the most important process identifies in the PIA - You have your target initiatives

4) BPM Capability Assessment - Complete an assessment of your BPM capability to make sure that you use the process initiatives to leverage and continually enhance your BPM maturity

5) Prioritise initiatives and develop a road map and business case.

This done annually and refreshed every 6 monte provides a very solid basis for the BPM strategy and Process execution agenda.

Good luck!
  1. http://bpm-d.com/2014/01/23/start-a-dynamic-pragmatic-and-value-driven-journey-bpm-d-assessment/
  1. more than a month ago
  2. BPM Discussions
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