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Many business technology forces are propelling enterprises to transform their business processes, including the strategic need for greater customer engagement, an aggressive push into global markets, pressure for greater levels of compliance, a hunt for global talent, and the strategic impact of technology on business outcomes. Moving to this new state won't be easy, because companies have very limited skills in business process transformation, the IT organization is often relegated to cost-cutting and technology modernization instead of transformation, and the enterprise's process, IT, and business teams lack experience working together on continuous improvement and business transformation.
These three groups — business functions, process teams, and IT — play a key role in process transformation, working seamlessly together on transformation projects. But often that doesn't happen. Instead:
No matter what level the enterprise is operating at, process transformation does not take place in a vacuum — technology also marches forward, with new gamechangers such as cloud, systems of engagement, and consumerization of IT, giving the business more power than ever over its technology future. This reality also drives IT toward metamorphosis — becoming not just more business-facing, but much more synchronized or fused with the business.
As this occurs, IT and process teams that both serve the business will begin to overlap and eventually merge. The role of the CIO and process executives is also changing, with one possible outcome that CIOs or process execs become chief process officers or business architects — helping drive the process transformation agenda.
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Business executives expect the CIO to help continuously improve processes by implementing major software suites, developing new apps, or enhancing existing processes. Spurred by the great recession, CIOs have sharpened their focus on processes, as compani
Business process transformation requires an unprecedented level of collaboration among business owners, process teams, and IT, three groups not accustomed to working together. IT usually limits participation to technical topics or doesn't get involved at
As firms embark on their business transformation journey, business process pros find themselves discussing a wide range of topics: program initiation and governance, executive engagement, process architecture, project-level business engagement, and detail
Business process pros need to engage their business colleagues throughout business process management (BPM) projects; flow diagrams alone are not good enough. By understanding and adopting the language underpinning different modeling perspectives, practit
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