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The Governance of Business Process Management

In: Handbook on Business Process Management 2

Author

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  • Andrew Spanyi

    (Spanyi International Inc.)

Abstract

Most executives, if not all, are concerned about improving business performance. While this may be obvious, what is not nearly as apparent is precisely how the most successful firms are able to sustain and optimize such performance improvements. Whereas most firms are becoming increasingly adept at executing improvements to their operations in projects of small scope, many firms continue to struggle when it comes to projects of larger scope requiring broad cross-functional collaboration. More importantly, they often do not put in place the subtle, yet critical, elements of BPM governance, including the refinements to organization structure, executive roles and responsibilities, and measurement discipline that are needed to sustain and optimize operational performance improvements. This chapter examines the management practices of BPM governance that enable achieving sustainable, consistent, and flawless execution.

Suggested Citation

  • Andrew Spanyi, 2015. "The Governance of Business Process Management," International Handbooks on Information Systems, in: Jan vom Brocke & Michael Rosemann (ed.), Handbook on Business Process Management 2, edition 2, pages 333-349, Springer.
    • Handle: RePEc:spr:ihichp:978-3-642-45103-4_14
    DOI: 10.1007/978-3-642-45103-4_14
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    Cited by:

    1. Khodadad-Saryazdi, Ali, 2021. "Exploring the telemedicine implementation challenges through the process innovation approach: A case study research in the French healthcare sector," Technovation, Elsevier, vol. 107(C).
    2. Bodo E. Steiner, 2017. "A phenomenon-driven approach to the study of value creation and organizational design issues in agri-business value chains," Economia agro-alimentare, FrancoAngeli Editore, vol. 19(1), pages 89-118.

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