- Forrester Councils
- Councils Overview
- log in
Posted by Alexander Peters, Ph.D. on January 27, 2010
Here is a follow-up to Connie’s blog discussing the role deep dive project (see Connie’s blog “Business Process Professionals Crave Business/IT Partnership, Process Frameworks, Skills Development And Peer to Peer Networking”). In her blog, Connie talked about specific responsibilities within the business process professional ranks. Altogether, she identified six sub-roles for business process professionals and gave them colorful titles: 1) “stakeholder;” 2) “change agent;” 3) “guru;” 4) “prodigy;” 5) “wannabe;” and 6) “operator.”
Connie and I are now working on a document, describing these roles in more detail. We are discussing their evolution in relation with the process maturity level of the organizations in which they act. To help business executives recruit and develop the right kind of individuals for the emerging roles — stakeholders, change agents, gurus and prodigies — we have developed also two synthetic “high-potential” candidate profiles for these roles and give them a name:
I have met more than 40 real “Brians” and “Brianas” face-to-face since I refocused my research agenda on Business Process Professionals three months ago. Most of them have either cultivated their process skills working inside business units or for professional services firms. In contrast, very few are former business analysts or IT/IS-managers, who grew through the ranks of internal IT/IS functions. And even fewer are enthusiastic about driving business performance and process improvements from inside IT/IS organizations. They argue that IT/IS lacks the empowerment, credibility, and reputation to lead the process transformation their firms need, and that is probably true for their organizations.
In today’s context the discipline of BPM is about performance and process improvements across the enterprise value chain. As Tom Coleman, CIO and chief process officer at Sloan Valve, said during a recent interview "No single functional department owns end-to-end order-to-cash. IT can help a company see something that is hard to see." (see “Driving Value With Process Improvement”). Indeed, at least in theory IT/IS is a good place to drive BPM initiatives across multiple business units. But what if IT/IS does not have the business’ acceptance and support from the business to take this responsibility? Where should senior executives accommodate Brian and Briana to effectively lead today’s BPM cross-enterprise initiatives? What do you think?
Save Money On Your Next Software Negotiation
Work with our software negotiation experts to save 10–20% on your next contract »
Lead BT Transformation
Develop customer-obsessed strategies to drive growth »
Forrester's CX Index
Predict how actions to improve CX will affect revenue performance.
Measure the customer experiences that matter most »