John Jeston

John JestonJohn has serious experience getting things done—the right way. For over 30 years he has covered Business Process Management (BPM), business process re-engineering, project management, systems development, outsourcing, and general management. He has held the positions of Financial Controller, Divisional Manager, Company Director, HR Director and Chief Information Officer. John is internationally recognised as a key opinion leader in BPM strategy and implementation. He has provided these services to significant organisations throughout Australia, Europe, Saudi Arabia, Dubai, the United Kingdom, U.S.A., Singapore, Mexico and Brazil. He has authored a number of books and more than 20 articles on BPM and high performance management. He is a regular speaker at conferences and a Master Project Director, with the Australian Institute of Project Management and is a Chartered Accountant.

John has authored or co-authored:

  • Business Process Management: Practical Guidelines to Successful Implementations (2006 and 2008)
  • Management by Process: A Roadmap to Sustainable Business Process Management (2008)—the only book to provide a roadmap to sustainable BPM and High Performance Management
  • Beyond Business Process Improvement, On To Business Transformation (2009)

He also writes a regular column in the international BP Trends Monthly Update. He can be reached at johnjeston@managementbyprocess.com.


Performance Management and Measurement – Are KPIs all we need?

This is where “the rubber hits the road” in BPM – at least one of the major areas where this is the case. We all know the expressions: “If you’re not measuring, you are not managing”; and “You get what you set”. We also know that the measures or goals (often referred to as KPIs) […]

Down Under: The Perpetual Question: What is BPM—A New Perspective

Down Under: The Perpetual Question: What is BPM—A New Perspective In his Column this month, John Jeston offers a new perspective on defining Business Process Management that he believes will explain the potential of BPM to senior executives and skeptics who may doubt its effectiveness. Read John’s Column for details of how the technique he […]

Down Under: Business Process Maturity and Technology (IT)

Down Under: Business Process Maturity and Technology (IT) In his Column this month, John Jeston describes an all too familiar scenario. An organization purchases an expensive ERP system, the IT department develops and implements a application. Three years later, an external review discovers it’s not working. What went wrong? John’s analysis suggests that the maturity […]

Down Under: What do BPM and Lego have in Common?

Down Under: What do BPM and Lego have in Common? Responding to the need for increased organizational agility, some BPMS vendors have incorporated new functionality into their work management systems that enable knowledge workers to create their own unique systems by assembling a series of “lego blocks’ (mini processes). John Jeston provides a closer look […]

Down Under: Business Architecture: A Down Under Perspective

Down Under: Business Architecture: A Down Under Perspective Motivated by Mike Rosen’s recent Columns on Business Architecture, John Jeston decided to weigh in on the definition of Business Architecture from his perspective. Make no mistake – John believes that Business Architecture belongs exclusively in the domain of business, not IT. Read his Column, and let […]

Down Under: How to Motivate Employees

Down Under: How to Motivate Employees In his two previous Columns, John Jeston focused on the need for organizations to strike a reasonable balance between adopting a customer focus and an employee focus. In this month’s Column, John combines aspects of Frederick Herzberg’s Motivational Theory and Victor Vroom’s Expectancy Theory to create a model for […]

Down Under: How do you Motivate Employees to Provide a High Level of Customer Service and Satisfaction?

Down Under: How do you Motivate Employees to Provide a High Level of Customer Service and Satisfaction? Although many organizations claim that “our people are our greatest asset,” they often don’t take time to develop and care for their greatest asset. To remedy this problem, John Jeston suggests a model developed by Frederick Herzberg in […]

Down Under: Should we Really be Customer Centric?

Down Under: Should we Really be Customer Centric? John Jeston dares to ask if the current emphasis on customer centricity really provides the greatest service to the organization adhering to that mandate. He warns of the perils of strict adherence to the principles of customer centricity to the neglect of employee centricity. Do you agree […]

Down Under: From Cool Toys to Effective Tools

Down Under: From Cool Toys to Effective Tools In his Column this month, John Jeston focuses on the usefulness of mobile technology devices in the Small to Medium Enterprise (SME) market place and how they have the potential to make a significant difference in your business. Read John’s Column to learn how an SME, confronted […]

Down Under: BPM and Change Management – Two Perspectives

Down Under: BPM and Change Management – Two Perspectives Inspired by Paul Harmon’s May 10 Advisor on BPM and Change Management, John Jeston and Johan Nelis decided to present their individual perspectives on this topic. Both perspectives are worthy of consideration, and they are offered here in a single Column. Let us know what you […]