Assessing the relationship between bpm maturity and the success of organizations

Pinto, J., & dos Santos, V. D. (2020). Assessing the relationship between bpm maturity and the success of organizations. In R. Silhavy (Ed.), Applied Informatics and Cybernetics in Intelligent Systems: Proceedings of the 9th Computer Science On-line Conference, CSOC 2020 (pp. 108-126). (Advances in Intelligent Systems and Computing; Vol. 1226 AISC). Springer. https://doi.org/10.1007/978-3-030-51974-2_10For the past decades, organizations have been investing heavily in BPM projects in the hope of improving their competitive advantage in an increasingly complex environment. However, although it is believed that the higher the level of BPM maturity the greater the success of the organization, experience shows that this relationship is not always possible to prove. The purpose of this study is to help clarify the relationship between the level of BPM maturity and the success of an organization. This was done through the implementation of a case study-based research within a global company, focusing on the shared services organization. An analysis of the existing BPM maturity models and its level of coverage of BPM core areas was conducted to select the most suitable BPM maturity model to conduct the assessment of the current BPM maturity level. It was also established a framework to characterize the success of an organization. These two inputs, along with information gathered to understand implemented process improvements, were the basis for conducting the research. Results show a successful organization, with a high maturity level according to the BPM OMG maturity model, that has been investing in continually improving its processes with a strong focus on digital transformation. The identified benefits from a high level of BPM maturity, namely improved productivity, cost reduction, error & risk prevention, higher agility, employee upskilling and knowledge retention, were shown to have a positive influence in the majority of the dimensions used to characterize the success of the organization.authorsversionpublishe

Factors characterising the maturity of BPR programmes

Addresses the implementation of business process re‐engineering (BPR) programmes in 33 public and private organisations wishing to improve performance. By reviewing the existing literature, the research presented here began by identifying ten dimensions along which BPR projects might be measured. This research then uses these dimensions to investigate two research questions. Uses factor analysis based on quantitative data to address these questions. The factor analysis identified three independent aspects of BPR implementation: strategy, process and cost. These terms were then used in labelling three characteristic approaches, strategic BPR, process‐focused BPR and cost‐focused BPR. To investigate causality we re‐visited seven of the original organisations which had been in the early stages of implementation. Preliminary results indicate that managers might avoid the naturalistic tendency towards slow or stalled BPR maturity by intervening in a strategic sense at an earlier stage of implementation, thus bringing an organisation to a mature BPR programme more quickly

Factors characterising the maturity of BPR programmes

Addresses the implementation of business process re‐engineering (BPR) programmes in 33 public and private organisations wishing to improve performance. By reviewing the existing literature, the research presented here began by identifying ten dimensions along which BPR projects might be measured. This research then uses these dimensions to investigate two research questions. Uses factor analysis based on quantitative data to address these questions. The factor analysis identified three independent aspects of BPR implementation: strategy, process and cost. These terms were then used in labelling three characteristic approaches, strategic BPR, process‐focused BPR and cost‐focused BPR. To investigate causality we re‐visited seven of the original organisations which had been in the early stages of implementation. Preliminary results indicate that managers might avoid the naturalistic tendency towards slow or stalled BPR maturity by intervening in a strategic sense at an earlier stage of implementation, thus bringing an organisation to a mature BPR programme more quickly

The development of supply chain management within the aerospace manufacturing sector

This paper analyses the development of aerospace material supply chains. The paper begins with an overview of operations management literature, which introduces and conceptualises the research area. Supply chain literature is examined, focusing on supply chain structure and the inter‐organisational links between supply chain actors. Analysis of case study material is presented to illustrate the scope, complexity and interdependent nature of the aerospace supply chain. Recurring themes from the literature are compared with the data categories emergent from the empirical case data. The results are discussed in terms of the changes that are taking place in supply chain structure to increase the overall effectiveness of the network. The paper concludes by identifying the need for, and discussing the nature of, a specialised organisation focused on managing the complex structure of the supply chain