Focus On Customers And Business Architecture For Greater Business Process Maturity
Results From The Forrester/IQPC Survey Of Business Process Pros
August 30, 2011
Why Read This Report
Over the past decade, business process transformation and continuous improvement initiatives have gained strategic traction. Despite C-suite attention, most organizations still fall relatively low on the business process change maturity curve. Fifty-three percent of the respondents to a recent Forrester/IQPC survey of more than 400 business process pros across a wide spectrum of industries reported that their firms use immature management practices and have not moved from isolated, tactical projects focused on cost reduction toward a more holistic, strategically aligned business process management (BPM) program. More mature companies are adopting a target operating model (TOM) to guide their initiatives and help them focus on customer experience and value innovation. Larger organizations see TOM adoption as crucial; without it, enterprises are destined to stumble as they attempt to elevate their business process maturity levels.
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Tools And Templates
Best Practice Assessments
- Top Challenges Are Creating A Road Map, Evangelizing, And Ensuring A Customer Focus
- Not All Process Change Practices Are Created Equal
Models and Calculators
- Business Process Pros' Challenges Change As The Organization Matures
- Business Architecture Efforts Play An Essential Role In Organizational Maturation
- Organizations' Maturity Levels Are Consistent Across Two Surveys
- Larger Organizations Struggle To Achieve Higher Maturity Levels
- Mature Firms Take A More Balanced Approach To Improvement
Table of Contents
- Challenges Evolve As Organizations Mature Their Business Process Programs
- An Assessment Of Business Change Practices Shows Relatively Low Scores
- Building Organizational Maturity Requires A Balanced Approach
- Balance The Focus Of Your BPM Program To Drive Improvement
- Supplemental Material
- Related Research Documents
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