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Posted by Alexander Peters, Ph.D. on September 16, 2009
Despite the economic situation, investments in BPM tools remain a key priority in many firms. Attracted by their performance-improvement potential, business stakeholders often adopt such tools from inside their functions and fail to recognize the overall impact at the enterprise level. The consequence? Many tool-based initiatives are counterproductive, making already intricate processes even more complex and difficult to support. As costs swell and projects become unmanageable, the responsibility of BPM falls onto the IT’s lap. As recent Forrester Leadership Board (FLB) research on “Driving Value With Process Improvement” illustrates, CIOs must step up to the mark and proactively embrace the responsibility for BPM-tools early in the life-cycle. To succeed, they must leverage their position in the enterprise as they:
Business executives will naturally guard processes that have a direct impact on departmental performance. CIOs should not fight for ownership of these processes, but instead provide business executives with process analysis, design, and modeling guidelines and tools. IT executives should look to establish a BPM centre of excellence to disseminate best practices and knowledge throughout the enterprise. By doing this, IT executives can boost their visibility in the organization, increasing its value and accelerating IT’s transformation to a service-oriented delivery model.
I encourage you to read the report titled “Forrester TechRadar™ For BP&A Pros: Business Process Management Suites, Q3 2009”, written by Forrester’s research team serving business process and applications professionals.
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