Posted by Tom Dwyer on Friday, February 12, 2010 - 13:00
Improving enterprise processes should be done in the context of an organization’s business strategy. Demonstrating the strategic contribution these improvements make to the business can be done quantitatively by combining the BPM discipline with the Balanced Scorecard methodology. Has anyone done this? What challenges existed and how were they overcome? Has anyone tried this and failed? If so, why?
The key to any successful BPM initiatives is “alignment”! In fact the key to any successful business implementation strategy is alignment. I call you attention to two great books “Alignment” by Robert S. Kaplan and David P. Norton, 2006, ISBM 1-59139-690-5 aimed at the executive level and a very practical book Balanced Scorecards & Operational Dashboards by Ron Person, 2009, ISBM978-0-470-38681-1 aimed at the managerial level. Both present an array of tools to bring alignment to your BPM initiatives, to cascade these initiatives throughout the enterprise and promote a strategic focus to your organization. Have a quick read and let me know what you think.
I am trying Business Capability Models along with Balanced Score Cards to evaluate process improvement investments. It is done upfront before taking up any BPM projects. We are using BAM for monitoring process performance.
I have not done it in a direct combination, but used a "in-between" step with Rummlers 9 Box model. Pretty much the same as Steves approach.
How do I get a copy of the article "Using BPM and Balanced Scorecard to Manage the Alignment of Enterprice Process Improvements to Business Strategy"?
I have had quite a bit experience combining the BPM and BSC disciplines. It is far too easy to take on every BPM effort presented as opposed to ensuring processes truly support the direction the company is going from a strategic point of view. We utilized the BSC as a checkpoint, to not only ensure support of the strategy but also the create alignment of the organizations people, processes and information. This allowed the organization to focus its energy on the important initiatives. The challenges we faced were primarily around sourcing the right metrics to validate the process was supporting and improving the objectives of the organization. The implementation of a BPMS took us a long way to solving this problem. Best Regards, Steve Nimmo Business Process Management Champion stevenimmo@comcast.net http://www.linkedin.com/in/stevenimmo Enabling Business through Process – In Less Time [Updated on 5/25/2010 1:57 PM]
Jaime, it could be useful. Do you have anything written down I could take a look at? Alternatively, would you be able to spare 30 minutes to chat with me?
I have no experience alignment BPM with BSC but I have analized the scenario BPM - BAM - BSC and its implications. Could it be useful in this discussion?
Tom, I don't have experience but it is an area of research for me. Did you manage to find anything out through other sources?
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