Practical Process: What if “Top Down” Isn’t Possible?
In an ideal world, all BPM initiatives would begin with the enthusiastic commitment of top management. However, in most organizations, this is not the case. In most cases, BPM practitioners spend most of their time engaged in Process Improvement projects. In his Column this month, Roger Tregear offers some sound advice on how to get from Process Improvement (PI) to Process Management (PM).
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: Fair Dinkum Process Governance - September 2, 2019
- Practical Process: Measuring Business Process Performance - July 1, 2019
- Practical Process: BPM Myth or Method? - April 1, 2019
- Practical Process: Processes Execute Strategy - November 5, 2018
- Practical Process: The 6 wastes of BPM - July 2, 2018
