A global investigation of key turning points in business process maturity

Abstract

Purpose-The purpose of this paper is to report on the results of research into the precedence of the maturity factors, or key turning points in business process maturity (BPM) implementation efforts. A key turning point is a component of BPM that stabilizes within an organization and leads to the next maturity level. Design/methodology/approach-Several years of data from over 1,000 companies in the USA, Europe, China, and Brazil that have completed a BPM assessment are analyzed to identify which components of BPM stabilize, when and in what order. Different analysis methods are employed in order to identify global commonalities and differences. Findings-The paper identifies key turning points from several different perspectives using several different approaches and develops some conclusions common to all methods used in this research. Research limitations/implications-The relationship between the components (dependencies) is only suggested but not statistically analyzed. Several data sets are also on the low end of sample size for the methods used and some parts of the research used ad hoc selection of companies of arbitrarily distributed companies into different groups. Practical implications-The results can be useful for leaders and teams that are attempting the journey to process maturity. The guide-posts, milestones, and measures can help answer the question "Where am I on this journey and what is next?" Originality/value-A plethora of maturity models has emerged that claim to guide an organization through the process of building levels of maturity that lead to competitive advantage. To date, there has been a lack of quantitative studies documenting these road-maps. The paper provides global, quantitative evidence of the critical maturity components associated at each level of maturity.

The impact of business analytics on supply chain performance

“…[31,32,51,56,77]). However, the concerted effort of users and/or consultants can only bring a chain to a certain point since most process owners have limited information about what is actually happening [72] and analyses are usually separated in dispersed domains without an overview of their effectiveness [19].…”

Orientacja procesowa organizacji – aspekt teoretyczno- -empiryczny

“…lepszą kontrolą wyników (rezultatów); 2. lepszą prognozą celów, kosztów, wyników; 3. wyższą skutecznością w osiąganiu zdefiniowanych celów; 4. udoskonaloną zdolnością zarządzania w zakresie proponowania nowych i wyższych celów ogólnoorganizacyjnej efektywności 12 .…”

Diagnóstico em BPM: uma investigação longitudinal sobre os resultados da aplicação da árvore da realidade atual em uma UPC

“…Desta forma, o Gerenciamento de Processos de Negócios (BPM -Business Process Management) contribui para a melhoria do desempenho organizacional por meio da excelência operacional e da agilidade nos negócios (HERNAUS et al, 2016), e quanto mais o BPM for desenvolvida na organização, melhor deverá ser o desempenho e a eficiência para o alcance dos objetivos (McCORMACK et al, 2009). …”

“…Esse fator fez com que o interesse por BPM se espalhasse ao redor do mundo (HERNAUS et al, 2016). Além disso, cada vez mais, BPM vem recebendo atenção do mercado e da academia, de modo que está inserida na agenda de pesquisadores e de profissionais (MCCORMACK et al, 2009;DUMAS et al, 2013;LEHNERT et al, 2014;BERNARDO et al, 2017). No entanto, ainda que BPM seja um tema já abordado a partir de uma multiplicidade de perspectivas (NIEHAVES et al, 2014), diversas organizações enfrentam dificuldades no processo de promoção das práticas que resultam em melhoria de desempenho (NURBANUM et al, 2013).…”

“…Para tanto, o BPM ou a ampla adoção de uma abordagem de gestão orientada para processos dentro de uma organização decorre do entendimento que os processos têm ciclos de vida ou estágios de desenvolvimento que podem ser claramente definidos, gerenciados, medidos e controlados ao longo do tempo (MCCORMACK et al, 2009). Além disso, é importante identificar fatores para o sucesso que possam orientar iniciativas de BPM na prática e permitam o atingimento das transformações almejadas (BROCKE et al, 2014).…”