In organizations where senior management may not inherently prioritize process-oriented approaches, Business Process Management (BPM) remains a vital facet for various compelling reasons. By employing methods and tools for strategic analysis, we can dissect the driving forces of change, categorized as internal and external factors within the professional sphere of BPM.
source: BPM CBOK 4.0
BPM professional space:
The professional domain of BPM comprises nine integral components, encapsulating both internal and external influencers:
- External environment:
- Encompasses the enterprise’s business environment, shaped by competitors, industry associations, and regulators.
- BPM practices are influenced by professional associations, standard-setting organizations, and IT vendors.
- BPM professional development programs include publications, research projects, educational initiatives, and certifications.
- Corporate (internal) environment:
- Comprises five internal elements critical from the enterprise’s perspective:
- Strategy and Corporate Governance guide organizational direction.
- Professional BPM practice entails the meticulous management of business processes.
- Business processes represent formalized operational regulations, both internal and external.
- Information systems, data, and IT platforms are indispensable technologies supporting business processes.
- Values, beliefs, leadership, and culture are unique factors influencing organizational behavior.
- Comprises five internal elements critical from the enterprise’s perspective:
- Extended enterprise environment:
- Illustrates an extended enterprise affected by both internal and external influences.
- Outsourced business processes, even when performed externally, seamlessly continue the enterprise’s business processes.
- The essence lies in recognizing that the holistic view of business processes extends beyond the organizational boundaries.
In essence, BPM plays a pivotal role in organizations, regardless of senior management’s immediate focus on processes. The strategic analysis of driving forces underscores the intricate interplay of internal and external factors within the professional sphere of BPM. Recognizing the comprehensive landscape that encompasses external business environments, internal corporate dynamics, and extended enterprise influences is fundamental for organizations seeking sustainable growth and adaptability.
By acknowledging the significance of BPM practices, professional development programs, and the holistic view of business processes, organizations can leverage these insights to navigate the ever-evolving business landscape. Whether responding to industry competitors, adhering to regulatory standards, or fostering a culture of innovation, BPM emerges as a cornerstone for strategic resilience and continued success.
