Business Process Management Reloaded
Eight levers to turn process management into a competitive advantage of high-performance enterprises
Dr. Roman Hipp | Pschemyslaw Pustelniak | Eva Bellm | Oliver Kienzler | Kevin Böhm
Mar 2019
| White Paper
| Inglese
Business Process Management Reloaded
Eight levers to turn process management into a competitive advantage of high-performance enterprises
As part of a high performance enterprise Business Process Management (BPM) currently finds its way back on the CEO agenda. An innovative BPM approach brings customer centricity on the next level and drives the corporate-wide digital transformation. However, companies that are motivated to revitalize their dusty BPM need to prevent typical pitfalls, thanks to which BPM often stands on shaky grounds in many organizations.
This Porsche Consulting publication describes eight levers to turn BPM into a company’s strategic competitive advantage.
Management Summary
- Accelerated market dynamics force firms to rapidly adapt to environmental changes that compel product-oriented companies to move to service-based business models.
- Business Process Management provides a useful tool to shape these new services. Past project experience in the context of BPM is summarized as a proven, best-practice BPM framework.
- The three BPM pillars—strategy and governance, people and organization, and methods and tools—encompass the key elements required to operate a sustainable and transforming BPM approach.
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Pschemyslaw Pustelniak
Practice Lead Strategy & Organization
