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 a Consulting Director with Leonardo Consulting, Roger Tregear delivers BPM courses and consulting assignments around the world. Based in Canberra (Australia) Roger spends his working life talking, consulting, thinking and writing about analysis, improvement and management of business processes. His work with clients is on short and long term assignments, in organizational improvement and problem solving based on BPM capability development, and business process, analysis, improvement, and management. He is available to help small and large organizations understand the potential, and realize the practical benefits, of process-centric thinking and management. Contact Roger at r.tregear@leonardo.com.au.
Latest posts by Roger Tregear (see all)
- Practical Process: Processes Execute Strategy - November 5, 2018
- Practical Process: The 6 wastes of BPM - July 2, 2018
- Practical Process: Process architecture vs the organization chart: no contest - April 2, 2018
- Practical Process: A packet of seeds and a shovel is not gardening - December 4, 2017
- Practical Process: Lost-baggage processes - July 3, 2017
