The paper "The Frameworks That Organisation Can Use to Integrate BPM along with Organisational Strategy" is a great example of a management assignment. Many organizations today experience difficulty in understanding the concept of Business Process Management (BPM). Business Process Management (BPM) can, however, be viewed as a straightforward and powerful approach of looking beyond the activities and functional aspects of the organizations and rediscovering the strategic business processes that actually make the business to run. It offers a discipline that enables organizations to find a way of moving from the complexities of the organizational structures and placing more emphasis on organizational processes that are in reality the heart of any business.
This paper seeks to undertake a critical review of five publications that highlight the frameworks that organisations can use to integrate BPM along with organisational strategy. The articles to be examined include: Hernaus (2012) on the Influence of strategic approach to BPM on financial and non-financial performance; Rinaldo et al (2014) on an analysis of BPM lifecycles: from a literature review to a framework proposal; Š temberger et al (2016) on How to go from strategy to results?
Institutionalizing BPM governance within organisations; Wong, (2013) on Business-process management: a proposed framework for future research and Marini, et al (2013) on what affects the extent of business process management implementation? An empirical study of Malaysia's manufacturing. How Organizational Strategy is Defined and Formulated A definition of organizational strategy that arises from the publications is that it involves actions that an organization takes in order to attain certain objectives. According to Hernaus (2012), the organizational strategy is defined as the intended actions that organizations develop in order to deliver and create value.
The strategy adopted by an organization offers a framework for directing behaviour which leads to attaining the set objectives of the organization. Rinaldo et al. (2014) provide a definition of strategy in the sense that it involves the actions taken by the organization in order to accomplish the goals outlined in the business portfolio. It can be stated that a similarity that arises from the definitions provided by the two authors is that organizational strategy involves a course of action taken by an organization in order to achieve the set objectives.
In practice, this definition can be perceived as a holistic view of what organizational strategy entails. Nevertheless, contradicting definitions of the concept still exist. Contrasting definitions of organizational strategy are provided by Marini et al. (2013) who defines organizational strategy as the choice of focus among key capabilities. Marini, et al. (2013) also provides another conflicting perspective by highlighting that organizational strategy involves the manner in which an organization deals with the external environment. Similarly, Wong, (2013) also supports the idea that organizational strategy involves an analysis of the external environment as a factor that influences the direction of the organisation. From the various definitions of organisational strategy as provided by the authors, it can be concluded that there is no definite definition for the concept of organizational strategy.
However, what is evident is that all the authors provide an insight into the fact that organizational strategy involves certain actions that an organization takes in order to meet the set goals. Whether it’ s by conducting an environmental analysis as noted by some authors, the organizational strategy aims at directing the behaviour of an organization.
Hernaus, T, Bach, M and Bosilj, V 2012, The Influence of strategic approach to BPM on financial and non-financial performance, Baltic Journal of Management , 7 ( 4); p 376-396.
Marini, N, Nasurdin, A, Noor, A 2013, What affects the extent of business process management implementation? An empirical study of Malaysia's manufacturing organizations. Management Research, 6.3-4 (Dec 2013): 91-104.
Rinaldo, M, Kazan, S, Silvia, I 2014, An analysis of BPM lifecycles: from a literature review to a framework proposal. Process Management Journal 20.3 (2014): 412-432.
Štemberger, M, Hernaus, T, Vuksic, V 2016, How to go from strategy to results? Institutionalizing BPM governance within organisations, Business Process Management Journal 22 (1), pp. 173-195.
Wong, W 2013, Business-process management: a proposed framework for future research, Total quality management & business excellence, 24(4-6), p 719-730.