Functional based organization brings certain level of
business efficiency at the industrial age, however, the hyper-connectivity and
hyper-digitalization of business new normal is opening the new chapter of
digital era, cross-functional communication and collaboration is not “good to
have”, but “must achieve”, thus, how to eliminate silo in favor of Agile BPM?
- In order to break the silos, people first need to see the benefit in breaking the silos; Architecture is the best "tool" to explain to each group of stakeholders how their concerns will be addressed by BPM and how their current working practices will be changed for the better. In practice, it’s often difficult to communicate the advantages and benefits.
- This 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. On one hand, you have to manage processes and data cross-functionally and on the other hand 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.
- The overall organizational adaptability to the market in lieu of these breaking of silos. The structured organizations with a high culture of information can communicate better to eliminate silo in favor of BPM. 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. Once an organization reaches a level of maturity where functional units develop, manage and own their processes and where IT plays a pivotal role bridging processes across silos. Silos are simply places to park like resources.
- A good starting position for process management 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. . Assume that you start from the organization in the lowest or one of the lower levels of maturity and implementation process runs at a pace to change the organization. It is not only a change in the ordering of IT systems and management of paper documents. It is all about: 1) Being conscious of the processes leading to the main objectives of the organization; 2) Subordination of the goals and processes of the business units, to the basic process and goals of the organization as a whole 3) delegating authority and responsibility for individual organizational units and employees.
- The main subject is to adjust the pace of implementation of process management to accept the rate of staff. Because it is their daily working environment. They must be understood and accepted way of working. Only in this case managers can rely on their knowledge, innovation and daily commitment. (You can not force creativity!). Therefore, the implementation needs to be planned, prepared methodically to the effects of the next iteration, comprising successive processes were "almost immediate.", the overall implementation needs to be timed according to the initiators' ability to bring people on board.
- BPM goes beyond IT project, it's business project, always need to go hand-in-hand with Enterprise Architecture, Change Management, in addition, well set of KPIs can help keep track of project progress and milestones. 1) People (they are the future of the organization, because they represent its core capital); 2) Achieve planned business benefits (and even only possible interference with competitors).
- "Centralized document management"
– It’s clearly important about "where?"-the central repository of documents should be available from each of the
systems (BPM,
An effective BPM effort will always need to balance the agility and stabilizability; standardization and flexibility, modularization and holism, speed and process adoption, productivity and creativity.
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