What is the value proposition of BPM and how do I communicate to my senior leadership team is one of the most frequently asked questions on BPM.
In answering this question, the first order of priority is to ensure that people in the organization have a common shared understanding of BPM. In our view, BPM is not just modeling processes, it’s not just launching improvement projects, and it’s not just monitoring process performance for continuous improvement.
Instead, it is all three of these – in other words, the modeling, AND the improvement AND the management of the large cross functional processes in the firm.
Once, a shared understanding of the definition of BPM is achieved, it is then possible to outline the approach, benefits and pitfalls to avoid in BPM to demonstrate the value it can provide.
Some of the key principles and the general approach in BPM are outlined in Table 1 below: