An organization that has the ability to learn and adapt at several levels will move the whole BPM transformation forward.
1. Top Down Approach
Theoretically, you start top down as you have to understand
business objectives and understand key capabilities to achieve the business
strategy. With this you build the processes that can plug and play into
delivery + support of the business to consumers or businesses.
- The choice to manage your organization by process is what some people call being strategic to perceive big picture first.That is the meaning of top-down. Without the inclusion of a “top down” framework, there is no consensus on what pieces to look for, which pieces are more important, or how to interpret the overall solution.
- So top down initiatives are as some kind of guide for the (BPM) trip an organization will make. If there is no guide people will walk but where to? If there is a shouting guide that cannot explain where we go, people refuse to walk. Especially for the complex problems with a top down approach results in more holistic thinking and planning.
2. Bottom Up Approach
But in reality, are the businesses all over the map with
their value propositions, internal process maturities, what the market is doing
or forcing on the business, financial pressures etc.... Thus, it can't always
afford top down or to wait for top down to be done. As top-down alone is just a guide, so bottom up is needed to
walk the talk. The key is to balance gratuitous central control vs. renegade business unit .
- Start small, think big: Putting aside those organizations that have built top down and have the strategic roadmap, however, not everybody has the luxury of starting with top down nor the luxury of time so the focus shifts to tactical problems, thus bottom up begins. Majority of an organization's processes are fairly simple in nature—the impetus being a request from an end-user—User A needs this, the request needs to go to User B for approval, and once it's approved, it's sent to User C to fulfill. Bottom up with smaller department wins allows for users to get used to a system, provide feedback, leverage best practices and make improvements before moving enterprise wide. Not to mention providing some immediate ROI.
- Innovation is key factor from a bottom up approach: Sometimes fixing a local and tactical problem reveals a new and innovative way for the business as a whole, process innovation is emerging trend in BPM efforts.
3. Mixed, System-Wide, Inside-out & Outside-In
Approach
For analyzing the
problem, top-down; for customization of the BPMS installation, bottom-up.
Or top down is to gain an overview of the operation, structure and processes.
Follow this with bottom up to understand how operations currently happen and
then a mixture of bottom up with top down to understand perspectives on how
operations should happen:
- Mixed approach: Many organizations do them simultaneously as BPM solutions and BPMS platform's deployment usually give each other context. That is, these efforts are a discovery process into the organization itself and so you need the macro and the micro views. The process model(s) as you're drilling down from 20,000' to 200' inevitably make themselves known and that, in turn, iterative and incremental here, helps you build those tactical solutions that build out to that strategic end-state. In fact, the organizations take parallel paths to have better success rate for BPM: top down and bottom up, and learn how to bring them together at certain points (middle-out) to measure, align/deploy, and recalibrate.
- Top-Down is one way to look at things, but a better label might be 'system-wide': It's critical to account for cross-cutting concerns (master data, governance, value chain integration, etc.). A 'bottom-up' approach might be parochial by design, lacks system-wide perspective; it leads to process silos that make future integration more difficult.
- 'Outside-In' which is pushed by a whole community as an effort to focus on customer interactions or touch points? Or 'Inside-Out' which can be understood as looking at it from a business management perspective.
- Business Transparency: Shall we
approach it from
Top-down: business objectives, value streams
Inside-out: operational targets and process goals
Outside-In: customer perception and experience
Bottom-Up: people knowledge and innovation
Inside-out: operational targets and process goals
Outside-In: customer perception and experience
Bottom-Up: people knowledge and innovation
Weather there’s best way or not, but always have
the right way to do BPM: All along the way, make progress using your expertise to
translate between the lines and ensure you exceed objectives while providing
future analysis that will give additional real return on BPM investment
financially and motivationally.
Metaphorically, the puzzle analogy is a pretty
good description of the difficulty we face in BPM. The puzzle pieces are
processes, information and data that an organization has been collecting for
years. Each month, new statistical information, data or processes are collected
and analyzed, creating additional puzzle pieces. Sometimes the data collected
will contradict the data from another source, and because it can be interpreted
in different ways, there will always be disagreement. Adaptability/ interoperability
are major concerns and the real nut to crack. Putting a puzzle together
requires trying different pieces, being flexible and willing to put a piece
aside to find another more appropriate piece. There are different areas of the
puzzle that will come together sooner than other parts. An organization that
has the ability to learn and adapt at several levels will move the whole BPM
transformation forward.
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