tag:blogger.com,1999:blog-36915254.post8553400387351860861..comments2023-02-21T11:18:49.135+01:00Comments on Process transformation - interventions for meaningful change: Understanding management's hesitance towards BPMRoeland Loggenhttp://www.blogger.com/profile/02744153944427657174noreply@blogger.comBlogger1125tag:blogger.com,1999:blog-36915254.post-6976195106867924192011-03-06T18:24:40.979+01:002011-03-06T18:24:40.979+01:00Clarify "management." What we're usu...Clarify "management." What we're usually talking about is middle management and management within the lines of business. BPM at the enterprise level is usually initiated by an SVP or CxO who either a) came from somewhere else where they used platform "x" or, b) has been paying too much attention to industry analysts or trade magazines and believe BPM is a silver bullet which, potentially, it can be, but to the LOBs it's really an issue of organizational change. Folks really do get almost as attached to their processes as they do their paper. It's about knowing what you're doing, the "how" and "why" you do it and having confidence in that effort.<br /><br />For each of your points it boils down to execution, as are most problems, business and technical both, and the solution is easy. Deliver a business solution that improves the bottom line, increases ROI or customer satisfaction and everybody shuts up. Again, execution.<br /><br />Just my tuppence.<br /><br />Cheers, P@pelujanhttp://www.linkedin.com/in/patricklujannoreply@blogger.com