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Why worry about business processes? What is
new? How might organizations perform
better? Many organizations are adopting the
idea that their organization is made up of a set
of business processes rather than a set of
functional activities. The reason for this move
is simple to appreciate. In a functionallybased
origination the focus is upwards (see
Figure 1). The customers, though, are for the
most part served by activities in processes
which run through the hierarchy.
However, many organizations are changing
their view of the way they structure and
manage themselves, to focus on business
processes rather than business functions.
They may be encouraged in this view by
having undertaken a business process reengineering
(BPR) project or they may be
using the European Foundation of Quality
Management (EFQM) assessment framework.
The latter identifies nine elements for
excellence: "enablers?which give capability,
i.e. leadership; people management; resources;
policy and strategy; and processes. These
enablers influence performance measured by
business results, customer satisfaction,
employee satisfaction and impact of society. So
identification of business processes as a key
enabler starts the change in thinking about the
way in which managers set the direction for
their organization, provide products and/or
services and support these operational activities.
Also, by using the EFQM framework,
organizations can assess their capability at
managing their business processes. Many are
not good at this and far worse at managing the
other enablers in the framework. Anecdotal
evidence from judges for the Europea ...