Abstract
There is no shortage of planning activities in organizations today. However, the concept of a process to develop the connections between an organization’s intent and its capabilities to enable that intent is woefully weak and inconsistent in most cases. This chapter strives to outline how an organization can develop a more rigorous statement of strategic intent as the starting point for all investments in change. It delves into what is needed to ensure that the hope expressed in such strategic plans and annual reports is actionable and becomes a reality. It provides a structured and repeatable method to articulate environmental pressures, intent, stakeholder interests, strategy, business processes, and various other capabilities and the relationship among them with integrity. It provides a process for establishing the business process architecture of the organization and uses it as the alignment linchpin to provide traceability from choices made in prioritized programs of change in technology, human capability, policy, and other supporting mechanisms back to their raison d’être: the enterprise strategy.
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Notes
- 1.
Harmon (2014) provides an in-depth discussion of these levels with regard to the scope and evolution of Business Process Management.
- 2.
Methodological aspects of how to architect high quality business processes are covered elsewhere in this handbook. Reijers et al. (2014) present a framework for realizing high quality process models and discusses additional parameters for deriving a well-formed architecture. Koschmider and Oberweis (2014) suggest an approach to design business processes with a recommendation- based editor. This approach can help overcoming productivity barriers and low process model quality by reducing the need for the user to study the modeling notation. Becker et al. (2014) point out that it is not only important to create models which can be readily understood by humans, but also by computers in order to improve decision making on process architectures.
- 3.
Aitken et al. (2014) propose a generic approach to develop organizational models based on process classification frameworks such as the APQC framework.
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Burlton, R.T. (2015). Delivering Business Strategy Through Process Management. In: vom Brocke, J., Rosemann, M. (eds) Handbook on Business Process Management 2. International Handbooks on Information Systems. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-45103-4_2
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