Making BPM’s Value Visible

On paper, the investment makes sense. Build the organization's process management capability. Map how work gets done. Standardize. Improve. But talk to senior business leaders, and a different question surfaces: What are we really getting out of it?

Because the value of BPM isn’t always clearly articulated in business terms, many process teams struggle to maintain momentum and support for their efforts. APQC hears about these struggles regularly from members. They lament the challenges of showing clear returns from process redesigns and the inability of BPM efforts to successfully compete for support against flashier-sounding business priorities.

Madison Lundquist, APQC’s principal research lead for process and performance management, interviewed Bruno Barbaroto, a São Paulo-based process expert and head of operations at LIDE – Grupo de Líderes Empresariais, about his past experience as a consultant helping process teams take a new approach.