Over the last year much of my thinking and conversations with colleagues have involved an examination of corporate culture and how it affects various initiatives and attempts to make organizational changes. Enter "corporate culture" in a search engine and you see millions of links to classes, articles, academic papers. All of them discussing, explaining, or positing about corporate culture.

As with many IT professionals, I was first attracted to BPM by the capabilities offered by BPMS technology to increase business agility and reduce costs. Working as an IT Director, I identified two compelling reasons to invest in a BPMS. The first was that it offered a low cost and effective solution for automating administrative business processes, thus reducing operating costs. I secondly saw it as an effective solution to achieve a stated business aim of continuously improving processes at low cost, where the pace of change would be rapid.

When introducing anything new in our individual life, in an organization or society at large, we intuitively recognize that that introduction of change must be managed or we will not achieve what we have set out to do.   Same applies when we introduce new technology including BPM automation.   Very often we establish a change management team.  We go through the mechanics of managing change.   Why then the implementation of new technology such as BPM often does not deliver the expected benefits?  Why the adoption and internalization of the change is sl

Process excellence is becoming an umbrella phrase to describe the set of improvement methods such as Lean, Six Sigma, Lean Six Sigma, Business Process Reengineering, and technology driven BPM with the objective of improving operational performance. There has been a great deal of attention dedicated to the science of deploying each of these various improvement methods. Indeed, these methods of improvement have become increasingly codified and even commoditized. Much less attention has been focused on the art of succeeding with process excellence.