- Architecture is the best
"tool" to explain to each group of stakeholders how their
will be addressed by BPM and how their current working practices will be changed for the better.
- People (they are the future of the organization, because they represent its core capital). IT takes time to change the culture of the organization and usually change the attitudes of its managers. They need to look at the company as a whole. Not the part of "my principality” and the rest. So they need to get out of their silos. In the structured organizations with a high culture of information & innovation, it’s much easier to breakdown silos.
- Achieve planned business benefits. In order to break down the silos, people first need to see the benefit in breaking the silos (and even only possible interference with competitors). But in practice, it’s often difficult to communicate the advantages and benefits. On one hand, to manage processes and data, and on the other had, to show the daily business advantage and further opportunities for improvement and cost savings. Too fast and unprepared action threatens "detachment" from the actual operations of the organization.
- It is the overall organizational adaptability to the market in lieu of these breaking of silos. At every juncture, there must be a check that "is this optimized process placing us at a better stead than before?" The most optimized process is nothing without end results
- Delegating authority and responsibility for individual organizational units and employees. Be conscious of the processes leading to the main objectives of the organization, subordination of the goals and processes of the business units, to the basic process and goals of the organization as a whole.
- The main subject is to adjust the pace of implementation of process. A good starting position is to identify activity that is capable of benefiting from dynamic/static BPM and piloting a project so that others can see the benefits. Then, expand with more ambitious projects across silos.