Presentation at ProcessForum Nordic 2013.

1. Business Process Management
Why Did We Fail and What Do We Need to Do to Get it Right Next Time?
Stockholm, November 14th 2013
Dr. Roger Lundegård
Head of Strategy & Transformation
Acando Management Consulting
Tel: +46-72-517 7106
roger.lundegard@acando.com
© Acando AB
© Acando AB

2. Contents
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Introduction
The WHY?
The HOW?
The WHAT?
Wrap-up
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3. This session will elaborate on the WHY, HOW, and WHAT of
process management
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2013-11-18

4. Contents
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3
Introduction
The WHY?
The HOW?
The WHAT?
Wrap-up
© Acando AB

5. The primary purpose of the organisation structure is to
coordinate activities and resources in the value chain
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Source: The results from academic research on organization design and industrial engineering and management from the 1950s and onwards

6. In the same way as for organizations, the design principles of
airplanes affect the need for coordination
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7. The design of the organization structure affects the need for crossfunctional coordination and decision-making
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Source: The results from research on organization theory and industrial engineering and management from the 1950s and onwards

8. The organization design affects the three main structural features
affecting the need for coordination
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© Acando AB
Source: The results from academic research on organization design and industrial engineering and management from the 1950s and onwards

9. Using the model, we can see that different companies have
different need for coordination
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© Acando AB
Source: The results from academic research on organization design and industrial engineering and management from the 1950s and onwards

10. The strategic agenda in Volvo outlines a clear direction of increased
integration which increases the need for governance and processes
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11. Contents
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Introduction
The WHY?
The HOW?
The WHAT?
Wrap-up
© Acando AB

12. The performance gap can be handled through two main strategies,
reduce need or increase ability to coordinate
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Source: The results from academic research on organization design and industrial engineering and management from the 1950s and onwards

13. Processes is one of the governance models which enables
horizontal coordination
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© Acando AB
Source: The results from research on organization theory and industrial engineering and management from the 1950s and onwards

14. Even if organizations and processes have been around for some
time, confusion still arises on different occasions
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15. As expected, different organizations have different approaches
to processes
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16. A common mistake is to optimizing each function’s processes
instead of capturing the holistic end-to-end flow..
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17. ..and to assign the line managers as the process owners..
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18. ..using a too rudimentary approach to process design
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19. Contents
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Introduction
The WHY?
The HOW?
The WHAT?
Wrap-up
© Acando AB

20. Much of the resistance to process management can be found
in how it triggers our reptilian brain
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Source: The results from academic research on psychology and change management

21. To resolve the conflict, we need to define how process roles
and line organization roles shall work in symbiosis
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22. The model sets the pendulum into the optimal position for the
balanced organization that maximizes performance
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23. In addition to designing and implementing the governance models, the
proper dynamic leadership and corporate culture needs to be nurtured
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Source: The results from academic research on psychology and change management

24. Contents
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Introduction
The WHY?
The HOW?
The WHAT?
Wrap-up
© Acando AB

25. Some of the key messages from this session
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