LYCOS RETRIEVER 
Business Process Management: Success
built 658 days ago
Excelling in the day-to-day business processes that drive organizational success is becoming the challenge for today's business managers. The ability of IT to enable this success depends on their capacity to respond. As the drivers of business are dynamic, the alignment and responsiveness of IT to these dynamics are critical. In addition the external demands for transparency, in the interests of a variety of compliance needs, change the traditional demands on IT.
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Further, Business Processes built solely on the backs of outdated models will not build future economic growth and profit. Economists and business management theorists have recognized this only recently. Or more subtly, business process built without the benefit of knowledge-based decisions cannot keep their business profitable. Moreover most processes are brittle and have been constructed with many outdated assumptions. This is little comfort for the many firms that seek to retain the knowledge of the retiring ‘baby-boomer’. Knowledge” and the “creation of new knowledge” in all its domains and forms are the key critical success factors in all modern firms.
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More and more establishing a process-oriented organizational infrastructure has been identified as a key factor to obtaining BPM success in all of these domains. However the mere establishment of a process-oriented structure may not sustain BPM success in the long run. As a result, other terms reflecting higher BPM maturity, such as process-centric and process-driven, have emerged and sometimes equated with one another. What is the difference between being process-oriented, process-centric, and processdriven? This session differentiates these and presents some factors to help identify what it takes to be process-driven as opposed to just process-oriented.
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