When change conditions the wrong behaviours; consider your culture when performing BPM


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I heard a couple of interesting real-life stories recently about how changes in process, facilitated only for the need to make things slicker and more productive (take heed Sigma boys) actually prevented the organisation from caring about it’s Number 1 fans: the customer.

A case in point: in order to get through as many policy enquiries a day, the usual linear process studies were conducted and a ‘reasonable expectancy’ time was derived for the amount of time is should take to service a query. Happily implemented, productivity increased, basic BPM success, job done. Unfortunately this created a certain set of behaviours with the staff and any real human element was driven out for the sake of getting through the work as quickly as possible.

Even call monitoring was fruitless to pick this one up because enquiries were whittled down to the simplest of grunts, I mean responses….

And so, Mrs X calls in.

“Hello, I’m not sure I’m through to the right department, my husband died a couple of weeks ago and we have multiple policies with you so how do I go about changing the name on them all ?”
“What’s the policy number……”

If you fail to see what’s wrong with this, then I suggest you find another profession.

Republished with author's permission from original post.

Theo Priestley
Theo Priestley is Vice President and Chief Evangelist at Software AG, responsible for enabling the marketing and voice of the industry's leading Business Process, Big Data/ In-Memory/ Complex Event Processing, Integration and Transaction suite of platforms. Theo writes for several technology and business related sites including his own successful blog IT Redux. When he isn't evangelizing he's playing videogames, collecting comics and takes the odd photo now and then. Theo was previously an independent industry analyst and successful enterprise transformation consultant.


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