Nowadays it seems every mid to large size company is getting clipped at the knees. For example, take the tech industry. Not ten years ago, the industry was dominated by household names including Intel, IBM, Microsoft, Cisco Systems, and Oracle. With the passing of years their core businesses have eroded as upstarts nabbed market share. Today, those maintaining their market position often do so only through the acquisition of their smaller rivals. Their internal growth engines are sputtering if not dead. Why? The issue is not that these tech giants don’t have the resources to compete. Nor is it that they don’t have experienced leaders and talented workforces. They simply are unable to adjust their product portfolios to seize market opportunities. Burdened by traditional corporate structures and business practices, when sparks of innovation flare up they are quickly dowsed by the corporate bureaucracy.

BPM Institute defines BPM as “The definition, improvement, and management of end-to-end business processes in order to achieve clarity on strategic direction, alignment of resources, and increased discipline in daily operations.”  A crucial ingredient in effective implementation of BPM is a common vision that guides the formation of the strategic direction and keeps the resources aligned beyond the initial planning phase and informs the operational decisions that are made every day.  

This is the second of a two-part look at a “Day in the Life” of a Business Analyst (BA). During the first half of our “day”, the BA met with principal stakeholders multiple times to understand the problem, document the As Is and To Be, and perform a gap analysis between the two that will form the basis for the solution. The BA speculates that this will involve a combination of changes to people, process, and tools but the next step is to list and prioritize what the solution must include. 

Jocelyne received angry stares from both Keith and Arneil. Jocelyne had wanted to improve their production process to be more nimble and responsive to changing product needs. Both Keith and Arneil were convinced that their operations were fine the way they were. Sales were steady and in a weak economic environment that was an accomplishment. For her part Jocelyne was concerned that they wouldn’t be able to pivot quickly enough to capitalise on changing markets. The discussion went round and round until tempers flared and the business unit’s ability to function as a team crumbled. They were stuck at the analysis phase as some members of the team didn’t recognise that there was a need to improve the process. 

Ask senior BPM professionals what “managing by process” means and you will receive a variety of responses. 

     “It becomes a strait jacket that inhibits improvement and innovation.”

     “Most organizations don’t understand managing by process…they approach it in a vacuum, disconnected from the most important goals of a company and other key practices that support a company’s strategy.”

Yet, those same experts voice common threads of agreement.

Managing by process is about: