The Process – Keep Your Eye On the Ball (Part 3 of 3)

After capturing your current processes and defining your optimal future state the next step is to execute your recommended improvements. This critical phase, if not done well can derail your entire BPM transformation effort. As referenced in my previously published article "BPM Implementation – Necessary and Overlooked", I discussed how successful implementation is the most challenging obstacle most companies face in driving operational change.

Implementing change is extremely difficult and its complexities are often underestimated and overlooked. Based on experience, the most common hurdles that must be overcome include the following:

• Averse mindsets to change
• Lack of strategic direction and a transformation roadmap
• Lack of support and / or authority to make changes
• Deficiency in critical change related skills
• Poor project management and communication surrounding initiative
• Competing agendas of involved organizations

In order to drive measurable change and overcome these common challenges here are a few key strategies to mitigate risk associated with implementation.

1. You must have a well defined future roadmap and know where you want to go in terms of future state. As a subset, the vision must incorporate both detailed business and technical requirements that have support by both the business and IT. Having a clear vision, communicating it, and executing against it will generate credibility among the organizations involved and help ease aversion to change.
2. A critical aspect to any project is possessing executive level support. Without management support change efforts will waiver. It’s important that your sponsor be energized by business transformation, have a strong reputation within the company and peers, and have the power to eliminate obstacles that may come in the way of the implementation team.
3. Successful implementation is an art. To lead and implement successful change initiatives many diverse skills are needed on your team. Most of these skills cannot be developed quickly in a class room setting, but over many years of hands on experience while working in the trenches. It’s critical that the members of your team know how to work in the trenches, handle conflicts, and do the "heavy lifting" to deliver when required.
4. Implement, Implement, Implement – At this stage the project team should be solely zoned in on implementation. In order to change and improve the process and systems that lead to your optimal future state the outlined plan must be executed.

Once successful implementation is delivered your team should communicate the achievement. Impacts should me measured, documented, and communicated to executives, business organizations, IT, etc. Successful change will typically be embraced and generate momentum for additional transaction related initiatives. Once successful, be prepared for additional workload!

Keeping your eye of the ball and focusing on the 1. The current state process, 2. The future state process, and 3. The execution you will be able to deliver highly successful transformation to your organization.