3.8.08

Process Innovation and Corporate Agility

Hezky dlouhou dobu hledám na internetu odborné pojednání nevelkého rozsahu, které by prezentovalo souvislosti mezi teorií a praxí BPM, propojovalo inovaci procesů s podnikovou výkonností, standardizaci s evolucí, dlouhodobou úspěšnost organizace s orientací na služby a outsourcing procesů, flexibilitu a výkonnost atd. Nečekaně jsem takový text našel na portále bpmfocus.org.
Autorem textu je Derek Miers. Název textu je: "Process Innovation and Corporate Agility" a podtitulek je velmi výstižný: "Balancing Efficiency and Adaptability in a Knowledge-Centric World".
Text považuji za velmi povedený a doporučuji ho k prostudování všem, kdo si chtěji udělat pořádek nejen v pojmosloví koelm BPM, ale zejména těm, kdo hledají srozumitelný výklad filosofie BPM.
Z cca 20 stránkového pdf souboru cituji abstrakti a závěrečné shrnutí.
Abstract
"Customer service, corporate agility, speed, and efficiency are central to business performance in the modern world. Underpinning each of these concepts is a subtly different emphasis in the notion of business process – i.e., how the firm is organized. This paper explores issues associated with finding the right balance between standardization and evolution — allowing the firm to achieve organizational longevity (one result of corporate agility), with a special emphasis on service orientation and business process outsourcing. It first discusses business process terminology and then examines the increasing importance of knowledge workers in generating value for the firm. Focusing on the innovation imperative, it addresses service orientation as one component of corporate agility before exploring why knowledge workers need to be able to exercise their judgment. We then delve into the potential implications for process architecture, organizational maturity, and related management practices. We investigate the situations where process evolution is acceptable (if not desirable), challenging some of the existing design philosophies while highlighting alternatives that support both flexibility and efficiency. Finally, we look into the capabilities of modern Business Process Management (BPM) suites to support these competing agendas."
Conclusion
"While Business Process Management and Service Orientated Architectures have been touted as enabling corporate agility, there is a big difference between hype and reality. It is best to think about business processes as a spectrum running from rigidly defined transactions and procedures through more flexible and adaptive business practices. Most BPM- and SOA-based approaches are still stuck at the procedural end. When defining business processes, organizations need to take into account their cultures and the needs of the business and find a balance between efficiency and control at one end of the spectrum and adaptability and innovation at the other. Understanding this spectrum is particularly important when using BPM suites to drive process improvement and process change. Initially, organizations will inevitably use BPM suites to implement highly standardized processes. Over time, as the organization’s sophistication increases, so do the process models used and the level of adaptability required in the underlying BPM suite. This increasing process maturity is an inevitable result of implementing process support within the organization. The benefits are not just in short-term process performance measures and flexibility, but also in overall corporate agility while enabling the organization to develop new sources of competitive advantage, ensuring its longevity."
Částí, kterou ocení každý, kdo hledá přístup k implementaci BPM, který má šanci na úspěch, je přehled strategických a taktických doporučení. V článku Dereka Mierse nese název:
"Best Practice Obsarvations od Developing New Capabilities."

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