Uniting the Religions of Process Improvement

Harvard Business Review

When they set out to turn around processes that have become woefully inefficient or ineffective, most companies choose one of four process improvement "religions": Lean , Six Sigma , Business Reengineering or Business Process Management (BPM). In addition, Lean converts have a predisposition against adopting large, centralized IT solutions, which may cause them to ignore useful approaches from the BPM religion. Brad Power is a consultant and researcher in process innovation.

Fueling Business Process Management with the Automation Engine that Can!

Strategy Driven

In the recent past, businesses had only external, third party vendors to rely on for major projects, operational emergencies, and other labor-intensive initiatives that required resources they did not have. Knowledge workers are businesses’ source of innovations.

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

Avoid the Improvement Hype Cycle

Harvard Business Review

Thus, today we have a number of process "religions": Statistical Process Control was followed by Total Quality Management, Business Reengineering, Six Sigma, Lean, and Business Process Management (BPM, which emphasizes process management software). Many organizations choose "process excellence," "operational excellence," or "continuous improvement" as their improvement umbrella, rather than something like "Lean Six Sigma." Operations Productivity

How Cloud Computing Is Changing Management

Harvard Business Review

The complex calculations of the field known as Operations Research were enabled by mainframe computing. Client-server technology begat enterprise resource planning systems, and the consequent system-wide visibility that was required for what we call business process management (BPM). BPM reflected the interactions of different stakeholders, from product creation through supply chain to final assembly. yagi studio/Getty Images.

BPM 13