One aspect of BPM (business process management) is taking a process or enterprise-wide view of the business instead of a functional view. Although you may find it effective to reorganize this way, many companies find it difficult because functions have expertise. For example, human resources has training, compensation, and performance management expertise; information technology has system implementation, debugging, and software development expertise; and finance has accounting, budgeting, and risk management expertise. So, how do you incorporate a function’s expertise into a process view?
Think of the “customer engagement” process from an enterprise perspective. Let’s use the same three examples to think about how this could work if a company had a process owner of the customer engagement process. The process owner would look at:
- Human resources: are employees measured and rewarded on his or her contribution to customer satisfaction?
- Information technology: does the department build tools to help satisfy customers, like a customer management system so employees know everything they should know about a customer to deliver personalized service?
- Finance: does the company have a customer friendly accounts receivable process?
Companies can have an enterprise view and still take advantage of functional expertise. It is hard though, do not kid yourself. And, it requires support from the top.
Do you know any companies who have done this successfully?