an organizationalapproach tobpm · 2012-11-14 · 8 bpm strategic alignment governance methods...

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Dr. Theresa SchmiedelInstitute of Information Systems

University of Liechtenstein

November 5th, 2012

An Organizational Approach to BPMOverview and Examples from BPM Culture Fitness Studies

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Liechtenstein

Holistic BPM

Cultural Fitness

Agenda

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Liechtenstein

Holistic BPM

Cultural Fitness

Agenda

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5

Institute of Information Systems

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Competence Center

CC‐BPM

BusinessProcess

Management

CC‐ECM

Enterprise Content 

Management

CC‐IMT

In‐MemoryTechnology

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

BusinessProcess 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

BusinessProcess 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

BusinessProcess 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

BusinessProcess 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-BroninskiR. 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 beyondstating 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

organization 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

NationalCultures

WorkGroupCultures

Organizational Culture

Schmiedel et al. (2012)

BPM‐Culture‐Model

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BPM Culture

NationalCultures

WorkGroupCultures

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 valuessupport 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 identifiedBPM‐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 toolsupport BPM practice?

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Implication of the BPM Culture Assessment

identify cultural gapswith regard to BPM

develop strategiesto fill these gaps

implement measuresto 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

continuousimprovement

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 SchmiedelInstitute of Information SystemsUniversity of Liechtensteintheresa.schmiedel@uni.li

Thank you!