Since the emergence of Business Process Management (BPM), organisations adopting it have had a wide variety of experiences – some successful and others less so. Some would argue that because BPM is so amorphous that any project is considered to be analogous to ‘boiling the ocean’ and therefore the outcomes may vary from exceptionally successful to, in some cases, disastrous.
Typical challenges that often cause concerns during a BPM initiative include:
- Focus on automation supersedes process excellence and continuous improvement
- Complex transformation programs end up in failures, as the business scope is not prioritised and the program roadmap not defined in advance
- Traditional Waterfall business requirements & process analysis phase takes an average of 6 – 9 months with no results to show in production for at least a year and as a result, business sponsors often get disillusioned with BPM
- Lack of alignment between the investments across business strategy, process improvement and automation activities