Playing Politics: Debunking the Myths That Block a Successful BPM Implementation
I recently asked a consultant to tell me about his most effective BPM implementation. He described an implementation for a 100-year-old electronics manufacturing company. The key success element was the CEO's leadership and involvement. The CEO clearly stated the company goals; used the goals to drive all strategies, tactics, and KPIs for the BPM system; tied performance evaluations directly to the numbers in the system; and used the system via his laptop and a projector during all planning meetings. (This example also debunks another myth -- that BPM only works in young organizations without established ways of doing things!)
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Companies benefit from forming a BPM steering committee made up of senior management, the project sponsor (usually the CFO), and the project manager(s). This committee governs the project team, provides overall direction, prioritizes initiatives, and resolves conflicts. We recently ran into an implementation, for example, where the senior executives had one expectation of the system (that new processes would be supported with new technology for enhanced decision-making) while the operational managers had another (that existing processes would be automated with new technology for reduced cycle time). The project manager worked with the steering committee to resolve the issue.
The organization will also need to form a project team, the group responsible for designing, testing, and implementing the system. End users must be involved early on and throughout the project. Even though BPM technology isn't implemented from the bottom up, it won't be successful if all constituents don't understand how to use it, the solution doesn't meet their needs, or the proposed training is inadequate.
Consider including a skeptic in this group. When this person has the opportunity to voice concerns and see how they'll be addressed by the system, a skeptic can become an advocate. If not, having him or her on the team will make it easier to keep concerns in front of the project team. Hopefully, the team will be able to mitigate many of them before rollout. (For a suggestion for project team makeup, see exhibit 3.)
In addition to engaging the right people, communication is essential in combating resistance. The more specific the communication is early on, the harder it will be for dissenters to hide or sow confusion later. Explain why the initiative is critical and clarify its purpose, scope, goals, anticipated outcomes, and impact on jobs. Remember that people resist for different reasons; address those concerns head-on.
When communicating to the organization, don't try to win approval by promising that the application will be everything to everyone. Also don't pretend that, after implementation, it will be business as usual. BPM solutions typically require performing old functions in new ways, performing some new or additional functions, and eliminating others. Set and manage expectations early (see exhibit 4 for examples).
Myth 3: After Implementation, the Challenges Are Over
If a tree falls in the woods and nobody is there to hear it, does it make a sound? If a BPM system is installed but nobody uses it, does it improve business performance?
"Early on, I had to force my staff to use the system," one CEO admitted, describing this post-implementation challenge. It was common for his executives to arrive at meetings, spreadsheets in hand, claiming the system was wrong and that they had the "real" information. Disparate systems had helped fuel this argument and enable this culture for years. The CEO ended these arguments by disallowing the spreadsheets and stating that the BPM system was now the system of record. If the data was wrong, he said, fix the system.
Another potential post-implementation challenge is helping staff transition from information gatherers and data checkers to information analyzers and decision-makers. Without this shift -- and not everyone can make it -- the BPM investment will not produce the intended ROI. At the very least, additional education may be necessary. At worst, the organization may have to make some tough personnel decisions, guided by the skill sets necessary to drive the company's strategy. Don't underestimate the impact of people issues. In a Fortune article titled "Why CEOs Fail," authors Ram Charan and Geoffrey Colvin found that 70 percent of those who fail do so due to bad execution. The main contributor to poor execution, the authors said, was "failure to put the right people in the right jobs -- and the related failure to fix people problems in time."
A third challenge is the tendency of the organization to think that once the technology is implemented, the "project" is done. BPM systems need constant updates to reflect changing business priorities. Early in the initiative, consider how ongoing updates will be accommodated. BPM isn't a one-time project. It's a way of life.
It's No Myth
As Brisbane City Council's Greg Ponych once summed it up, implementing a BPM system requires buy-in and commitment from the top levels of the organization, the courage to challenge existing practices, and an openness to new ideas. Most importantly, organizations need to understand the business processes they're trying to support with the technology. And that's no myth.
Exhibit 3 |
|
| Role | Responsibility |
| Project Sponsor (Usually the CFO) |
|
| Project Manager |
|
| Business Representative |
|
| User Representative |
|
| IT Representative |
|
| Implementation Consultant |
|
Exhibit 4
|
|
| Point of resistance | Combating it |
|
This is another short-lived management program that will quickly disappear. Don't act. Wait it out. |
Message: This is the system of record. It is our new, ongoing way of life. Sample Actions: CEO accepts information from only this system. CEO ties executive team's compensation programs to information in the system. CEO, executives, and managers use the system during operational reviews and department meetings. |
|
This is a command and control application so the CFO can check up on everyone and tell them how to run their business. |
Message: This system empowers decision-makers and helps them do their jobs better. Sample Actions: Demonstrate how end users can access accurate,timely information and perform ad hoc analyses that will help them make better decisions. Assign end users to the project team to ensure their concerns are addressed. |
|
This application encompasses so many processes that it is unlikely we will be able to do this successfully. |
Message: It is a manageable project if handled in phases. Sample Actions: Create a road map that outlines all existing management processes and systems and plots a course for tackling the "most broken" ones first. (Note: Budgeting is typically the first process chosen.) Ensure that each phase can be handled within 90 days. The longer it takes, the more people lose interest. Foster ownership. Keep people involved at every stage. Publicize progress being made at each stage. |
Brian Hartlen, vice president, Geac, is a knowledgeable author and speaker about strategy management, budgeting, reporting, and BPM.
