Success Factors And New Perspectives Of BPM To Enable Scale

Prof. Dr. Ayelt Komus
Struktur  Technologie  Mensch

Success Factors
And New Perspectives
Of BPM
To Enable Scale

Process Summit Q4, 2012
Leading Processes to Enable Scale
October, 23rd, Wiesloch - Germany

Prof. Dr. Ayelt Komus
BPM–Laboratory
University of Applied Sciences Koblenz
www.komus.de
komus@hs-koblenz.de
www.twitter.com/AyeltKomus

www.komus.de

Telegraphy

http://commons.wikimedia.org/wiki/File:Nokia_evolucion_tama%C3%B1o.jpg

© Ayelt Komus www.komus.de @AyeltKomus 2

Telex

http://commons.wikimedia.org/wiki/File:Fornebu_telex_central.jpg


Fax Machine

http://commons.wikimedia.org/wiki/File:Fax-amarys.jpg


Mobile Phones (Nokia)

http://commons.wikimedia.org/wiki/File:Nokia_evolucion_tama%C3%B1o.jpg


Long-Term Technology

© pio3 - Fotolia.com

Long-Term Asset: Business Process Management

Top
Management

Department Department Department Department
A B C D

Product 1

Product 2

Product 3


Long-Term Asset: Business Process Management

Top
Management

You
Department can not not manage processes!
Department Department Department
A B C D

Product 1
Good BPM is a sustainable business advantage!
Product 2

Product 3


BPM And Business-Success Go Hand-In-Hand
82% ‘know’ or ‘believe’ their EBIT-margin is above industry average

How successful was your company compared to
other companies in the industry?
45% 41%
40% 35%
35%
30% 24%
25%
20%
15%
10%
5% 0% 0% 0%
0%

Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz


BPM-Survey: Managed BPM And Profit Margin

Higher profit margin with managed BPM
(Median 6-8% vs. 4-6%)

25,00%

20,00%
Percentage of Companies

15,00%

Managed BPM
"Gezieltes BPM"'
"Keinmanaged BPM-Activities
No gezieltes BPM"
10,00%
Median

5,00%

0,00%
bis 2% 2-4% 4-6% 6-8% 8-10% 10- 20- 30- 40- über
20% 30% 40% 50% 50%
Profit Margin

Source: BPM-Survey, Prof. Komus – FH Koblenz


BPM + 6 Sigma: BPM And Profit Margin

Higher Profit Margins For BPM-Companies

Source BPM + Six Sigma study, FH Koblenz


Company’s Success

How successful do you consider your company to be looking back at the last 3 years?

deutlich erfolgreicher als andere Unternehmen
much more successful 7%
der Branche

erfolgreicher als andere Unternehmer der
more successful 38%
Branche

ähnlich erfolgreich wieas successful as other
about andere Unternehmen
44%
der Branche
companies in industry

weniger erfolgreich als andere Unternehmen
6%
der Branche less successful

deutlich weniger erfolgreich als andere
Unternehmen derless successful
significantly Branche 1%

uncertain – no opinion
unbekannt - keine Meinung 2%
n=81

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

89% of BPM-study-participants are at least
as successful as other companies in same industry
Quelle: Studie Qualität im BPM – www.q-in-bpm.info

BPM-Laboratory
www.
www.
Status-
BPM-ERP-
Quo-
Update
www. Agile .de
Status-Quo- .de Praxis-
Chemie- BPM forum
Pharma
.de
Laboratory BPM&ERP**

www.
BPM- BPM- www.
www.
BPM6Sigma. IT-Radar
Survey de Best Q-in-BPM .info
BPM Combination Practice .info
Today’s and
in SME of BPM Expert future
and with other Interviews Quality.
topics In
large methods with BPM- in BPM
BPM and
enterprise (esp. 6Sigma) Best Practice ERP
Companies

BPM-Umfrage (Studie)
BPM-Check (Interactive Maturity Model)
Empirical Studies
Practical Experience
BPM-Expertise
BPM: Business Process Management ** www.bpmerp.de *** Worskhops/Trainings

Books

What are the What does the BPM
success factors of of BPM-Best-
Wikipedia and other Practice-Companies
to learn from in the look like?
field of BPM? BPM-Success
How to use Factors of Deutsche
Social Media Bank, Miles & More,
in the organization? Bayer, Generali and
many other

Other Publiactions: www.komus.de/publikation

BPM Best Practice-Study

 Participants:
Bayer HealthCare AG, Cosmos Direkt, Deutsche Bank AG,
DZ Bank AG, E.ON Energie AG, EDEKA Minden-HannoverIT-/
logistic service GmbH, EnBW Energie Baden-Württemberg AG,
Finanz Informatik Technologie Service GmbH & Co. KG, Generali
Deutschland Holding AG, Lufthansa Miles & More, Nordenia
Deutschland Gronau GmbH, Paul Hartmann AG, Siemens AG, Siemens
Healthcare, VIS Informatik GmbH (Generali Wien), Volkswagen AG,
Watt Deutschland GmbH

 Distribution by size*
• 63% – very large-scale enterprise (7 DAX-Companies)
• 25% – large-scale enterprise (GU),
• 13% – midsize companies (MU)

* Segmentation based on number of employees and turnover; difference to 100% due to rounding errors


Success Factors And New Perspectives To Enable Scale

 Success Factors

 New Perspectives

 To Enable Scale


4 Areas Of Successful BPM-Systems

People

Strategy

Structure Technology


Areas Of Successful BPM-Systems

People

Strategy



BPM-Strategy-Alignment

82% BPM Best Practice-Companies
align their BPM to Business Unit- or Company-Strategy

Only 18% “systematic documented process”
65% “implicit process”

Best Practice BPM–Leaders have a
very good understanding
of business needs and goals.

Quelle Bild: http://commons.wikimedia.org/wiki/File:NonSynchronousGearBoxSF.jpg

Immediate Value- In Short Term!

© olly - Fotolia.com
© olly - Fotolia.com



People

Strategy



Linking IT-Systems And Models

 only 41% realized links between business models and IT-models
 only 25% realized links between IT-systems in production and business models
BUT:
 71%: development of IT-applications based on process-oriented methods

connection between
IT-systems and models
is surprisingly poor

 “Round-Trip” is not
very common yet.

Exception: BPMS
But more often than not
BPMS-round-trips are not
connected to “true”
business modelling-world
Gartner‘s Businness Process Improvement Cycle



From Business To Technical Perspective Of Modelling

First workshop Before technical implementation

TIME

Diagrams: courtesy of Siemens

All Models Are Models
The Beauty Of Wrong

http://en.wikipedia.org/wiki/File:GeorgeEPBox.jpg, abg. 16.4.2012
“Essentially,
all models are wrong,
but some are useful.”

Long-term-thinking is crucial!
Who will maintain the process-model?

George E. P. Box:
© Anna Khomulo - Fotolia.com


People

Strategy



Process Managers

59%
60%
 PMs are widespread (82%)
50%

40%
 PMs with full line management
30%
competencies concerning employees
18%
20% in relevant processes only 12%
12% 12%
10%
0%
0%
 Pragmatic approach of combining
process approach with existing
managerial structures



BPM Center Of Excellence

 BPM Center of Excellence in almost all Best Practice-Companies

 No line management structure between Center of Excellence and
process managers

 Typical Tasks
 Definition of standards
 Centralized services
 Quality Management and Quality Assurance
 Responsible for Technical BPM-Infrastructure

Source: BPM Best Practice-Study – Prof. Komus – HS Koblenz

Quelle Bild: ttp://commons.wikimedia.org/wiki/File:Heliocentric_solar_system.png



People

Strategy



It’s The People, Stupid!


Defined Standards And Reality


Success Factors And New Perspectives Of BPM To Enable Scale

Success Factors And New Perspectives Of BPM To Enable Scale

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