Uniting the Religions of Process Improvement
Harvard Business Review
MARCH 7, 2011
People who have earned these belts drive projects with clear financial targets set at the top organization, with progress monitored by the CFO. Business Reengineering's high priest said core process owners, process maturity, and performance measures are what count. He also advised them to continually assess their processes against a model of process maturity — PEMM for short — which he unveiled in an HBR article.