Abstract
In 2002, Company Q knew it had a problem. No longer could it continue to run its operations as it had previously. Disparate projects were having a counteractive effect. Changing legislation and regulations were increasing reporting requirements and competition. Increased usage of its transport networks were resulting in scheduling difficulties, delays and customer dissatisfaction. A thorough review of alternative business management approaches indicated merit in adopting Business Process Management (BPM) as an organizational approach. At the time however, the process of how to adopt such an approach had received little attention in either academic or practitioner literature. Consequently, Company Q approached QUT for assistance with progressing and measuring BPM as a holistic approach to managing an organization. This paper reflects upon the role of the study in Company Q’s subsequent BPM journey.
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de Bruin, T., Doebeli, G. (2009). Progressing an Organizational Approach to BPM: Integrating Experience from Industry and Research. In: Proper, E., Harmsen, F., Dietz, J.L.G. (eds) Advances in Enterprise Engineering II. PRET 2009. Lecture Notes in Business Information Processing, vol 28. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-01859-6_3
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DOI: https://doi.org/10.1007/978-3-642-01859-6_3
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