Management by Process: A practical road-map to sustainable Business Process Management

Management by Process: A Roadmap to Sustainable Business Process Management......Page 4
Copyright page......Page 5
Table of Contents
......Page 8
Contributors......Page 10
Foreword......Page 12
Preface......Page 16
Acknowledgements......Page 18
How to read this book......Page 20
Part I: Overview and case studies......Page 22
Importance of business processes......Page 24
Systems thinking......Page 27
Characteristics of a High Performance Organization......Page 31
Case study: Citibank Germany – the 'industrialization' of the consumer division......Page 35
Case study: Wealth management organization......Page 50
Case study: Nedbank South Africa......Page 63
Case study – Aveant Home Care organization......Page 83
Case study......Page 91
Case study: Air Products and Chemicals, Inc.......Page 97
Part II: Management by Process framework overview......Page 108
Functional versus process view......Page 110
Case study: Lack of organizational strategic alignment......Page 114
Overview of Management by Process framework......Page 119
Management System model......Page 127
Characteristics of a High Performance Organization......Page 128
Introduction......Page 132
Case study: Alignment of organizational messages and marketing......Page 134
Key trends......Page 135
Case study: A tough leader brought to his knees by the 'pen'......Page 136
Key elements of process leadership......Page 137
Visionary process leadership......Page 138
Roadmap to process leadership......Page 139
Case study: Significant innovation and leadership impact......Page 147
Case study: Innovation as service offering......Page 149
Thinking outside-the-box......Page 150
Introduction......Page 153
Why is process governance important?......Page 154
Key trends......Page 156
Key elements of process governance......Page 157
Visionary process governance......Page 159
Roadmap to process governance......Page 164
Case study: Improvement of quality without SLA......Page 166
Introduction......Page 180
Why is process performance important?......Page 181
Key trends......Page 182
Key elements of process performance......Page 183
Visionary process performance......Page 184
Roadmap to process performance......Page 185
Case study: Sales team were genuine team players......Page 188
Introduction......Page 198
Oil tanker syndrome......Page 200
Key trends on strategic alignment......Page 201
Key elements......Page 202
Visionary strategic alignment......Page 203
Roadmap to strategic alignment......Page 204
Case study: Consequence of choosing the wrong performance indicator......Page 207
Introduction......Page 219
Key trends......Page 220
Visionary people capability......Page 221
Roadmap to people capability......Page 222
Case study: Large university BPM training and coaching experience......Page 224
Case study: Visibility drives performance......Page 241
Why is project execution important?......Page 244
Key trends......Page 246
Visionary project execution......Page 247
Roadmap to project execution......Page 248
Case study: Robust business cases......Page 251
Case study: More than project managers are required......Page 256
Conclusion......Page 268
BPM focuses on business performance management......Page 269
Processes as the basis for automation......Page 270
Even more internal resources......Page 271
Case study: Mopping the floor with the tap running......Page 272
Process community......Page 273
Process leadership......Page 274
Part III: Appendices......Page 276
Conscious competence learning......Page 278
Situational leadership......Page 279
Roles and responsibilities......Page 281
Business cases......Page 282
Case study: No one wanted the business case to succeed......Page 291
Roles and responsibilities of CBI......Page 294
Introduction......Page 298
Road map......Page 302
Case study: Ownership of process models......Page 304
Bibliography......Page 316
A......Page 318
C......Page 319
M......Page 320
P......Page 321
S......Page 323
W......Page 324