Comprehensive understanding of the organizations

Reference no: EM13738769

Using BPM to change a process (or processes) or to development new processes must first begin with a comprehensive understanding of the organizations " strategy." If the proposed new process does not align with the organization's strategy the entire modeling process may be doomed to failure.

Different business strategies require different approaches, which mean the business processes must be aligned to accomplish the goals set by the strategy. A business process may appear to be working fine but if it does not support the strategy of the company; it will have a negative impact on the business.

Please give an example where a process, although itself not broken, does not match a company's strategy. Then, describe the problems that arise because of this. Your examples can come from research or your observations, but your arguments must be well supported using sources.

Please note that the point here is to explore a fit between strategy and process: you are not trying to identify bad or broken processes. You are looking for processes that are fine in and of themselves but do not fit what the company is trying to accomplish and hence are an obstacle. Giving examples of process that are clearly broken will not satisfy this question.

Use the following template:

Briefly describe a company and their business strategy.
Briefly identify a business process used by the company that does not match their strategy.
Explain how this causes problems.
Why/how do you think this mismatch has occurred and is continuing to take place?

Reference no: EM13738769

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