BPM: 'Band-Aids – Not a Cure for Corporate Ills'

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What should we use to help us place the dividing line between what will enable people to maintain productivity gains versus over-engineered processes that are likely to crack under pressure? Find out in this excerpt from "The Insider's Guide to BPM: 7 Steps to Process Mastery," by Terry Schurter.


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Terry Schurter is an internationally recognized process expert, receiving the Global Thought Leadership Award in 2007 from the BPM Group. He serves as Director of Product Strategy for Global360 and is Chairman of the Board of Advisors for the International Process and Performance Institute. He has held executive positions including CEO, CIO, VP of Strategy and VP of Engineering. In his 25 years experience in business management, he has held senior management positions at Bloor Research, Bennu Group, 3Rings Technologies, Eon Mobility, USDATA, xFactory, and Westinghouse, where he won the prestigious George Westinghouse Signature of Excellence award two years in a row.

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From Terry Schurter | Nov 11, 2009

The following is an excerpt from "The Insider's Guide to BPM: 7 Steps to Process Mastery," by Terry Schurter.

Band-Aids — Not a Cure for Corporate Ills

A band-aid process starts out as an under-performing process that needs to be improved. Band-aid processes are commonly placed under software control, often have complex process models, frequently embed many business rules in the process software and almost all are built from a command and control perspective. Sounds like a pretty heavy-duty band-aid?

The reason why we call these band-aid processes is that they focus on the symptom rather than the cause. With the band-aid applied, the process is likely to head right back into the poor performance category. There are two influences that guarantee that will happen.

What should we use to help us place the dividing line between what will enable people to maintain productivity gains versus over-engineered processes that are likely to crack under pressure?

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