Comment on Practical Process: Processes Execute Strategy by Gary Town
Blog: BPTrends - Harmon on BPM
A typical conceptual description for a very complex topic of process architecture framing. All great in theory and has been put into very simple terms to describe the most difficult pursuit in process architecture. The rub always lays in correctly defining the processes, the groupings, the scope, getting the granularity/decomposition right – ensuring it resonates, getting the buy-in, ensuring its powerful enough to not be seen as just another representation of organisational process – where every woman and her dog will want to have a different view.
Although a worthwhile exercise and granted its needed for a complete, stable and usable architecture – my suggestion is attempt it, it doesn’t need to be bang on – but keep it in the back rooms with the process boffins – don’t subject your business audience to it. The stuff you choose to put out there and for general consumption, needs to represent real life and be:
-relevant to the scenario’s and topics of the day and that are of interest and importance
Doing this enables you to demonstrate what goes into delivering something, the way the business comes together to do work (good or bad), the people & resources involved, the time and cost. What’s worth improving, doing away with, maintaining etc etc
At the end of the day, people more often than not don’t get it, and they don’t want get it – because its boring, dry as hell and arduous. Keep it simple, keep it relevant to the topic and their sphere of knowledge – always do the thinking and heavy lifting for them, and let them try and correct it and take ownership from that point