July 27, 2011 § 1 Comment
So, what do we talk about when we talk about BPM? I’m reminded of the short story author, Raymond Carver who wrote one of my favorite stories, “What We Talk About When We Talk About Love“. Well, the good news is this blog’s topic is a little less amorphous than Mr. Carver’s, but I’m not sure it requires any less debate.
As I begin this blog, I will provide you with some insight into my perspective because when writing on a business topic such as business process management, it’s perspective you’re going to get. In the “About” section, you can get a bit of my background.
Regardless of who you speak with and what white papers you’ve read, there is not a consensus definition of BPM, let alone a professionally established scope of this topic. So, when deciding how to approach BPM, I decided not to take an overly academic approach. I’m not likely to supplant the analysis you’ll find with a McKinsey, Bain, BCG, Gartner or the variety of BPM societies that have been established.
Process Maximus is intended for business leaders who are serious about protecting, leveraging and improving the most important assets in their organization – their processes. I will look at BPM by breaking from the collective IT centric understanding and descriptions on this topic. I will consider how processes help define the unique knowledge that allow organizations the ability to differentiate, compete, change and thrive. I look at what innovative, global organizations are doing and have done to harvest knowledge, understand the inherent complexities in their organizations, form methods for managing operations and align operations to strategic objectives.
Some of the key topics I will explore include (but are not encompassed by):
The Necessity of Culture
Please join me regularly and please comment away. While I have my viewpoint, I love a good debate and hopefully together we’ll improve our understanding of these important topics.