Practical Process: What if “Top Down” Isn’t Possible?

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

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.
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