Initially, organizational restructuring should take a BPM approach
BPM provides an approach for aligning the organization’s processes with its stakeholders;
As a promoter of computerization and automation of companies, BPM is the integrating key between technology and organization.
The implementation of Business Process Management (BPM) approaches has been used extensively in aligning the processes of an organization with the requirements of different stakeholders, namely customers, suppliers, employees, managers and investors. Viewed as a methodology that promotes effectiveness and organizational efficiency, BPM is easily adopted by organizations, given:
i) the ease with which it implements the PDCA (Plan-Do-Control-Act) management cycle;
ii) the operational tools it implements, namely the mapping of the activities of the organization in structured and intelligible processes, and the standardization of the information produced;
iii) control and action mechanisms, namely the development of KPIs;
iv) the underlying philosophy of optimization and continuous improvement and strong adaptability to changes in business processes.
Based on these characteristics, the implementation of BPM is considered essential for the restructuring of an organization, given the scope of intervention, which contemplates the totality of the operations of the organization, and the standardization of artifacts, which allows a complete and structured analysis of the processes . In addition, BPM implements, from the outset, the foundation for the needs of the management of activities and resources based on data produced in real time – in what is now referred to as Operational Intelligence.
As a promoter of computerization and automation of companies, being referred to as the integrating key between technology and organization, BPM combines the need to integrate different sources of information with the need for an increasing adaptability of organizations, which leads to the coupling of BPM with other development and support technologies such as Service Oriented Architecture (SOA), BI (Business Intelligence) and Cloud services, among others. Organizations respond to this opportunity by requiring platforms that enable the management of their activities and services orchestrated by processes, coordinating workflows in B2B and B2C models, in a comprehensive and real-time manner. BPM platforms now include mechanisms for integration with ERPs, CRMs and Document Management, or, alternatively, to make the corporate modules necessary for the organization available in a single package.
On the other hand, BPM is also the foundation stone for the introduction of different management methods, such as Six Sigma, Lean or Management by Objectives. The potential for operational change associated with these management methods requires that employees know the reality of their organization in a structured way, and that this knowledge is not restricted only to their activities but to the whole of the organization. The models, workflows and information, rules and performance metrics provided by BPM are fundamental for the introduction of new management models and for their adaptation of the organization to a process of change.