Managing on Purpose: A Practitioner's Goal for a Recalcitrant Bank

Abstract

Business Process Management (BPM), as a management discipline, can only deliver value once its principles and practices are effectively integrated into an organization's business operating model. This paper analyses the application and evolution of a holistic model of the BPM management system in a large Australian bank. The model was applied to operationalize the principles and practices of BPM within a prevailing culture of reactive management. The contributions of this paper are to: (1) describe extensions to the popular BPM implementation models; (2) identify a critical organizational change management issue and an unconventional approach to addressing this issue; and (3) propose an alternative engagement model to the 'expert' engagement model employed between the BPM support unit and the business.