The Agile Practitioner: The Daily Stand Up

While preparing for the upcoming IRM UK Business Change & Transformation Conference, Tom Bellinson spoke with some people around his organization about an agile practice called the daily stand-up. What, you may wonder is the daily stand-up? Some new exercise? You better read inside to find out.

Harmon on BPM: Identifying What Makes a Difference

Paul identifies one of the great debates in the world of process improvement as relating to focus is whether one should seek to make modest improvements or seek to identify and work on major improvements. Let us know what you consider the best use of your time these days.

Human Processes: Paying Down Your Digital Debt

Keith zeroes in on his assessment of current attempts to rein in corporate exploitation of workers and tax evasion, both efforts nothing new. He relates how battles between state and private interests over workforce and taxation “have been bringing down societies since the Bronze Age.” Now that it’s the Digital Age will they finally focus on some serious issues we face such as inequality and the climate crisis? He raises some timely questions relating to these issues. Read and discuss with us.

Harmon on BPM: The Varieties of Process Change

Paul focuses on two process-related articles he recently read that piqued his interest — one enthusiastic about Robotic Process Automation (RPA) and the other arguing that Process Mining is the wave of the future. He is doubtful that either is going to entirely revise how we think of business process change. He explains why in this Column.

Frameworks: What Good Improvement Programs Have in Common

To show what’s at stake in the choice of an improvement approach, APQC analyzed data from its survey, How BPM Programs Stack Up. Here Holly Lyke-Ho-presents the somewhat surprising results.

Practical Process: Speaking “Boardish”–A Fab Way to Communicate with Strategic and Effective Executive Decision-Makers

During his experience as a Process Consultant, Roger has spent a lot of time talking to many senior people about the “joys of process” and its benefits. The majority, he says, are waiting to be convinced, and that will only happen if “Boardish” is the common language. “What’s that?” you may ask. You know what to do to find out.

Essentials of Business Architecture: Measuring Performance: Part 1 and Part 2

In this two-part series, Roger Burlton offers some general measurement principles as well as a top-down approach to gaining the appropriate measurement data in Part 1. And, in Part 2 he deals with a bottom-up approach and details some pitfalls to avoid when using measurement information.

Human Processes: Me, We

In this month’s Column, Keith looks at past and present efforts to define and deliver outcomes that achieve more than just profits. He shares the knowledge he has accrued through his experience in working with organizations to improve their business environment beyond increasing profits.

Harmon on BPM: Business Process Management in 2021

Paul’s assessment of 2021 is that it will be a transitional year: We will move from a Pandemic and a shutdown to a new, growing economy. Read his Column to discover why he says, “For those who embrace change and innovation, the near future is going to be very exciting.”

Practical Process: Focus: Understanding Much More about a Lot Less

Roger Tregear’s advice is model for a purpose. Carefully choosing a set of high-impact processes and proactively managing them will ultimately result in enhanced improvement in organizational performance. He provides some useful steps toward accomplishing this end in his Column this month.

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