Entrepreneurs & Start-up leaders that are successful in the Jump-start phase are so because of certain effective habits that they either have or have developed during the initial phase. However, the same habits, if carried forward too long become counter-productive to scale for their business. The main reason being that once the business is off the ground, it’s not about the entrepreneur any more, but about the engine that propels the business. Here are seven such habits that are very effective for entrepreneurs in the early stage, but can potentially become counter-productive as business scales. […]
When a business process culminates in a transaction that has the organization as the beneficiary, they will find a way or the other to keep track of it, and not let the ball drop. But, not so much otherwise. When you see a broken process, problem lies mostly with focus and priorities; not with their ability (technological or managerial) to manage processes.
Not all organizations may realize that some of the tweaks in policies and systems actually end up as the key determinant of the longer term direction that “organizational culture” takes. When tweaking systems and policies for shorter term goals, do not lose sight of the longer term effects on culture and mindset of people working in the organization. Systems and Policies of today are the organizational culture of tomorrow!
With so many perspectives at play and with BPM community comprising multiple sub-communities with heterogeneous views, it is darn too difficult to define BPM that covers all the aspects and still satisfies everyone. When it comes to defining BPM, it will always be in a certain context and when a customer looks for the right definition the question that needs to be asked is – what’s your business’s objective, and what’s the problem you’re trying to solve. BPM, at the end of the day needs to make the business more agile &responsive and business processes more efficient and flexible.
It’s very difficult for everyone involved to get out of the application mindset that has got deeply ingrained with years of training and repeated beating-in. I’m afraid this gets further legitimized with Rapid Application Development (RAD) and Composite Applications Development through BPMS gaining acceptance. But, if you actually want a process management solution, don’t treat it as an Application.
Silos within the organizations boil down to plain WIIFM (What’s In It For Me?), the way organizations measure performance and the type of behaviors they encourage. There’s a relationship among KPIs, Objectives, Expectations, Inspection, and Incentives. We can bridge the silos by understanding this, and effectively using the technology and tools available to us once we know what needs to be done.
BPM COE (Center of Excellence) is essential to an enterprise BPM strategy. However, positioning of the COE within the organization is a key success factor. There are various flavors of BPM CoE that serve different purposes and most organizations would go through some of these before reaching the right positioning and right level of maturity. Some thought must be given to which flavor of COE really does your enterprise BPM strategy need. I cover these flavors here.