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Three Secrets to Engaging Business and IT in Business Process Management

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Contributed by: Shelley Sweet,  President,  I-4 Process Consulting
Shelley Sweet is President of I-4 Process Consultants (Ideas, Involvement, Implementation, Impact) in Palo Alto, California. She facilitates process improvement via lean, six sigma, reengineering, and continuous improvement techniques. Her track record includes over 80 complex projects in corporations redesigning processes to eliminate wastes, minimize wait and cycle time, and create customer delight. Shelley teaches in the executive education programs at the University of Santa Clara and Case Western. Her clients include high tech, healthcare, financial, education and government organizations.

BPM is unique in offering so much promise while being so generally ignored. Even among companies that actively pursue some level of process improvement, only a few have a process based management structure. At least one reason for our tepid impact is our failure to model an enterprise-wide perspective in the initial launch of process improvement efforts. Gartner Inc. reports that in North America IT leads 42% of the BPM efforts and the Business leads 58% of the efforts.

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