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Delivering Business Strategy Through Process Management

In: Handbook on Business Process Management 2

Author

Listed:
  • Roger Burlton

    (Process Renewal Group)

Abstract

There is no shortage of planning activities in organizations today. However, the concept of a process to develop the connections between an organization’s intent and its capabilities to enable that intent is woefully weak and inconsistent in most cases. This chapter strives to outline how an organization can develop a more rigorous statement of strategic intent as the starting point for all investments in change. It delves into what is needed to ensure that the hope expressed in such strategic plans and annual reports is actionable and becomes a reality. It provides a structured and repeatable method to articulate environmental pressures, intent, stakeholder interests, strategy, business processes, and various other capabilities and the relationship among them with integrity. It provides a process for establishing the business process architecture of the organization and uses it as the alignment linchpin to provide traceability from choices made in prioritized programs of change in technology, human capability, policy, and other supporting mechanisms back to their raison d’être: the enterprise strategy.

Suggested Citation

  • Roger Burlton, 2010. "Delivering Business Strategy Through Process Management," International Handbooks on Information Systems, in: Jan vom Brocke & Michael Rosemann (ed.), Handbook on Business Process Management 2, pages 5-37, Springer.
    • Handle: RePEc:spr:ihichp:978-3-642-01982-1_1
    DOI: 10.1007/978-3-642-01982-1_1
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    Citations

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    Cited by:

    1. Rahimi, Fatemeh & Møller, Charles & Hvam, Lars, 2016. "Business process management and IT management: The missing integration," International Journal of Information Management, Elsevier, vol. 36(1), pages 142-154.
    2. Dusan Gosnik, 2019. "Core Business Process Management and Company Performance," Management, University of Primorska, Faculty of Management Koper, vol. 14(1), pages 59-86.
    3. Heitor Mansur Caulliraux & Thais Spiegel & Adriano Proen?a, 2012. "Process Management and Organizational Structure in Large Brazilian Companies: Multiple Case Study," Business and Management Research, Business and Management Research, Sciedu Press, vol. 1(2), pages 48-68, June.
    4. Wartika & Kridanto Surendro & Husni Satramihardja & Iping Supriana, 2015. "Business Process Improvement Conceptual Models to Improve the Efficiency of Power Consumption on Computer Use from the Perspective of Human Resources Performance," International Journal of Business and Administrative Studies, Professor Dr. Bahaudin G. Mujtaba, vol. 1(3), pages 99-106.
    5. Bai, Chunguang & Sarkis, Joseph, 2013. "A grey-based DEMATEL model for evaluating business process management critical success factors," International Journal of Production Economics, Elsevier, vol. 146(1), pages 281-292.
    6. Alexandre Rodrigues Cajuela & Simone Vasconcelos Ribeiro Galina, 2020. "Processes in Interorganizational Relationships to Develop Absorptive Capacity in Startups," RAC - Revista de Administração Contemporânea (Journal of Contemporary Administration), ANPAD - Associação Nacional de Pós-Graduação e Pesquisa em Administração, vol. 24(6), pages 550-566.

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