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Roger Burlton

Roger Burlton is Chairman of the BPTrends Board of Advisors and a Founder and Chief Consultant of BPTrends Associates. He is considered a global innovator in methods for Business Process and is recognized internationally for his thought leadership in Business Process Management. Roger has developed and chaired several high profile conferences on Advanced Business and […]

Essentials of Business Architecture: ‘Prioritizing Business and Process Change Part 1: A Fast-tracked Approach’

This is the ninth Column in Roger Burlton’s series on the Essentials of Business Architecture, and it leverages all of the knowledge contained in the previous eight Columns.

Essentials of Business Architecture: Measuring Performance Part 1

Having covered a variety of topics relating to business architecture, Roger Burlton turns his attention to the question of how we can measure what we have defined. In Part 1 of a two-part series, he provides a list of key performance indicators and how to apply them. Part 2 of Measuring Performance will be published in the October Update.

Essentials of Business Architecture: ‘Developing your Capability Architecture: It’s all about being able to get things done’

Roger Burlton explores the various perspectives on the definition of a “capability.” His goal is to ensure that, regardless of how you define capability, that you maintain an approach that is business oriented and not just about IT.

Part Three: Frameworks and End-to-End Processes

Although either end-to-end process methodology or process frameworks can be used independently, Holly Lyke-Ho-Gland and Roger Burlton believe combining them is invaluable for process management and helping organizations achieve their goals. In this Article, they explain how to accomplish this end.

Connecting Process to Business Value: What is an End-to-End Process Architecture?

In December of 2015, APQC conducted its annual survey to understand the challenges and priorities of process and performance management practitioners in 2016. In this Article, Roger Burlton, BPTA Founder and President and Managing Partner of Process Renewal Group, and Holly Lyke-Ho-Gland, Research Program Manager at APQC, present the second in their series of three Articles summarizing the results of the APQC survey. This Article focuses on defining an end-to-end process and demonstrating what a good end-to-end process should look like.

Connecting Process to Business Value: Leveraging Frameworks for end-to-end Product Development, Part One

In December of 2015, APQC conducted its annual survey to understand the challenges and priorities of process and performance management practitioners in 2016. In this Article, Roger Burlton, President of Process Renewal Group, and Holly Lyke-Ho-Gland, Research Program Manager at APQC, present the results of the survey and lay the ground work for two subsequent Articles in which they will introduce process frameworks and examine their role in the development of end-to-end processes.

Business Architecture Essentials: Synthesizing your Architecture’s Strategic Guidance

In this, the fourth Column in his series on Business Architecture, Roger Burlton discusses the external pressures that organizations must accommodate in planning a successful business architecture. He presents an approach he favors in analyzing external pressures—the STEEPL structure: Social, Technological, Economic, Environmental, Political, and Legal. Read Roger’s Column to understand how applying the STEEPL structure can create a set of simplified statements that make it easier to align the business considerations and communicate the overall direction of the business architecture.

Business Architecture: Defining your External Stakeholders–Interactions, Value, and Performance

In his third Column in the series on Business Architecture Essentials, Roger Burlton analyzes the stakeholder’s role in defining an organization’s business architecture. He presents the stakeholder model he uses to reconcile the various stakeholders’ perspectives. He provides a list of questions and responses which will help you to define your external stakeholders and, ultimately, the most viable strategic goals.

Business Architecture Essentials: Defining Your Architecture Scope—The Role of Value Chains

In the second Column in his Business Architecture Essentials series, Roger Burlton describes the types of value chains that exist in the various types of organizations. He asserts that this part of the architecture effort needs to happen early on, and offers useful tools for successfully defining an organization’s value chain.

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