Business Process Management: still siloed
Business Process Management arose in the early 1990's as a response to the largely functional organisation of companies, which was associated with departmental suboptimisation and as a result: client dissatisfaction, inflexibility and a lack of workforce commitment. Business Process Management was supposed to solve these problems, by breaking through the silos of individual business functions and creating more collaboration between departments.
While we have come far since then, in a way we have replaced old silos with new ones; by creating a process, we also create a new silo. This silo will again be associated with suboptimisation, just not of a department, but of a process. Blame-allocation will still be commonplace between managers and employees of different processes. In some cases, we have not even broken through the original silos; For example, just labelling the sales function 'sales process', does not make it a process.
To truly create a process-oriented organisation, we must break through the boundaries of both departmental silos and process silos and facilitate better interaction between departments and indeed even between processes. To facilitate that, we must create a detailed map of the processes that are executed in our organisation as well as their relations. Only then can we fully benefit from what Business Process Management has to offer.