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SUNRISE ACADEMY
R. Chandrasekar
Page 2 of 11
SUNRISE ACADEMY
WHAT IS BUSINESS PROCESS MANAGEMENT? 4.1 BPM is itself a process that ensures continued improvement in an organizations performance. Processes are treated as assets of an organization, much like people, equipment etc. When well managed, they will pay off in terms of performance. 4.2 This means, taking a radical-change perspective, questioning the fundamental tenets of the business processes. The processes might undergo a cycle of continuous review and improvement with adjustments all the way.
R. Chandrasekar Page 3 of 11
SUNRISE ACADEMY
4.5 The traditional challenge of any business is to optimize results from competing courses of action, given performance objectives and scarcity of some resources. 4.6 This isnt easy given the number of interdependent variables. It is made more difficult by the rapid changing conditions of business environment. So, the management has to be highly innovative and daring to make the difficult decisions in a state of uncertainty and even total chaos. 5.0 INTERNAL VERSUS EXTERNAL PERSPECTIVES 5.1 The needs and expectations of the customers, suppliers and shareholders will ultimately rule in any competitive business environment but might not be the focus of staff and managers. This classic battle pits workforce performance measures and incentives (internal perspectives) against the true requirements of the market forces (external perspectives). 5.2 The vertical structure of most organizations recognizes and rewards those who perform well against arbitrary, divisional targets. Unfortunately, these targets are often misaligned with external requirements, which are not highlighted to the employees. 5.3 The challenge is to align these two perspectives by segmenting programmes of change into value-creating streams focused on and measured by outsiders.
R. Chandrasekar
Page 4 of 11
SUNRISE ACADEMY
R. Chandrasekar
Page 5 of 11
SUNRISE ACADEMY
6.5 BPM aims to eliminate all waste works, to trim the non-valueadding works and to improve value-adding works. As a result the jobs tend to become bigger and more complex. The focus changes the boundaries of traditional jobs, expanding their scope, so that less of glue is required to put them together. For example, in a particular telephone company, responding to a customers complaint involved three different value-adding activities docking the nature of the complaint, checking the equipment and lines, and sending a
R. Chandrasekar Page 6 of 11
SUNRISE ACADEMY
SUNRISE ACADEMY
SUNRISE ACADEMY
SUNRISE ACADEMY
SUNRISE ACADEMY
R. Chandrasekar
Page 11 of 11