Practical Process: The Compelling Reasons for BPM
In his debut Column, Roger Tregear explains his enthusiasm for BPM and presents the issues he plans to address in future Columns: what creates success, what causes failure, and most importantly, perhaps, how to sell BPM to management. Toward that goal, he hopes to compile an anthology of stories, case studies and other support material and asks BPTrends readers to participate in this endeavour.
Roger Tregear
As the Principal Advisor with TregearBPM (www.tregearbpm.com), Roger Tregear delivers BPM courses and consulting assignments around the world. Roger spends his working life talking, consulting, thinking, and writing about analysis, improvement, innovation, and management of business processes. His work with clients is in organizational performance
improvement and problem solving based on BPM capability development, and business process, analysis, improvement, and management. He helps small and large organizations understand the potential, and realize the practical benefits, of process-based management. Roger is the author of the book Reimagining Management. Contact Roger on +61 (0)419 220 280 or at roger@tregearbpm.com.
Latest posts by Roger Tregear (see all)
- Practical Process: Process Improvement Is Not Enough - June 6, 2022
- Practical Process: What Should a Process Owner Know? - January 3, 2022
- Practical Process: Why is Process Work Different? - September 7, 2021
- Practical Process: A New As Is–Making Process Improvement Real - May 31, 2021
- Practical Process: Speaking to the Board–A Fab Way to Communicate with Strategic and Effective Executive Decision-Makers - April 5, 2021
