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: Speaking “Boardish”–A Fab Way to Communicate with Strategic and Effective Executive Decision-Makers - April 5, 2021
- Practical Process: Focus: Understanding Much More about a Lot Less - February 1, 2021
- Practical Process: Activating process-based management - August 31, 2020
- Practical Process: Signals in the Noise - July 6, 2020
- Practical Process: Steepening the Curve - May 4, 2020
