BPM: ‘Band-Aids-Not a Cure for Corporate Ills’ 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 […]
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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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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