Balanced Scorecards and Strategy Maps are a hot topic for Executives.
There are some good success stories however BSC and SM initiatives frequently run into the sand, stall and die. Why is this so?

I had the opportunity to present some of our latest Bennu Group network research in Arlington, VA at the Balanced Scorecard Masters Event in November. I set out to answer three key questions:

1. Why do so many initiatives fail to achieve their early promise?
2. What are the best practice approaches for ensuring success?
3. How can you ensure ongoing success?

The presentation is available to Registered Members as a PDF document and for those qualified as
Certified Process Professionals (CPP) as a full Powerpoint deck.
Go to the presentation here - (approx 30 pages)

Having just finished with the FST Summit in Evian, France (and cooling my heels for a couple days in Switzerland) I would like to share my observations from this event - an event that has definitely raised the Customer Value Proposition while clearly setting a new standard of excellence (i.e. - value) in conference-style events.

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Greetings from Evian, France! I am with my colleague Steve Towers here for the FST Summit and we can tell you that Evian is a truly beautiful location that is refreshing for both the mind and the soul.

Yet what I want to talk about has nothing to do with the peaceful French countryside. The subject at hand comes from observations from the previous two conferences in Belgium and Barcelona, and that subject is the time (effort, expense, commitment) required to make BPM create real organizational value.

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When you have been around as long as I have this debate breaks out periodically. Sure enough that early version of BPM, espoused by Hammer and Champy is dead and buried. Who wants to examine everything they do and build

a process architecture? Ok, wait a minute some of the vendors still want you to do that but that’s about selling software product. Let’s come back to reality…. BPM is dead…Yes I would have to say Inside-Out BPM is terminal, however let’s not be too harsh on those who are still banging that drum with process analysis toolkits and the like. I would even include the fabled 8 Omega, and as one of the co-creators of that we do have to ‘put it away’. Why? Inside-Out that is why. The reality of the globalized, consumerized, ever changing world is that we need a new BPM.

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Business Process Management (BPM) and Customer Expectation Management (CEM) remain ever growing focal points of individual skill development. The “inside word” from large corporations is that BPM and CEM are considered by many to be the cornerstones for 2008 in the continual quest to build and sustain business success.

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