Cultural Change in Process Management

2010 ◽  
pp. 487-514 ◽  
Author(s):  
Ulrike Baumöl
Keyword(s):  
Cultural Change ◽  
Process Management

Driving organisational ambidexterity through process management. The key role of cultural change

2013 ◽  
Vol 25 (9-10) ◽  
pp. 1026-1038 ◽  
Author(s):  
María D. Moreno-Luzon ◽  
María Gil-Marques ◽  
Francisco Arteaga
Keyword(s):  
Cultural Change ◽  
Process Management

The role of the chief process officer in organizations

2019 ◽  
Vol 25 (4) ◽  
pp. 688-706 ◽  
Author(s):  
Simon Kratzer ◽  
Patrick Lohmann ◽  
Maximilian Roeglinger ◽  
Lea Rupprecht ◽  
Michael zur Muehlen
Keyword(s):  
Content Analysis ◽  
Organizational Performance ◽  
Cultural Change ◽  
Process Management ◽  
Business Processes ◽  
Chief Information Officer ◽  
Content Type ◽  
Chief Operating Officer ◽  
Part Time

Purpose The design and execution of business processes are important drivers of organizational performance. Organizations design their operations around cross-functional processes adopting business process management (BPM) methods, tools and systems. This often involves assigning BPM accountability to senior executives such as the chief operating officer (COO), chief information officer (CIO), or chief technology officer (CTO). Some organizations appoint a chief process officer (CPO), a phenomenon raising important questions about the skills and responsibilities of this position within the top management team. The purpose of this paper is to conduct an empirical study to explore the skills and responsibilities of CPOs and differences to other executives. Design/methodology/approach The authors conducted an exploratory content analysis of job resumes from LinkedIn.com to investigate the skills and careers of individuals appointed as COO, CIO, CTO and CPO in organizations from different industries and sizes. The content analysis was complemented with expert interviews of CPOs to obtain rich insights into their perception of the responsibilities of this position. Findings CPOs possess a unique skill set to serve as change agents. Their skills enable them to serve as integrators and influencers across managerial ranks and corporate functions. COOs, CIOs and CTOs possess more specialized skills related to their corporate function, whereas CPOs are more generalists who facilitate process-oriented strategy and execution, driving cultural change throughout the organization. These findings are consistent across industry and size. Originality/value This is the first paper to examine the CPO position in relation to other senior executive positions. Hence, it addresses an important gap in the BPM literature which can help organizations to make informed decisions whether they need a CPO position or have it become a part-time role of one of their existing C-level positions.

The Application of Lean Six Sigma Methodology in Execution Process, Management and Attribution of Maintenance Activities

2014 ◽  
Author(s):  
Robson Ferreira de Souza ◽  
Luciane G. Tomaz ◽  
Vicente J. C. Real ◽  
Tatiana Malafaia Cardoso
Keyword(s):  
Natural Gas ◽  
Cultural Change ◽  
Six Sigma ◽  
Process Management ◽  
Action Plan ◽  
Lean Six Sigma ◽  
Workforce Training ◽  
Improvement Project ◽  
Six Sigma Methodology ◽  
Market Solutions

One of any company’s major assets is information and there is no information without data. In this regard, there are numerous market solutions for maintenance data records. At times, data quality is not satisfactory and this prevents obtaining information, thus jeopardizing reliability of the assets, affecting efficacy of a company’s management decisions and causing serious problems. This article aims to explain the use of the six sigma methodology to improve quality in maintenance records in the Natural Gas Department of Transpetro. To this end, the Maintenance Record Improvement Project was created, which involved plotting the execution process and maintenance records, development of portable tools for field records, redefining execution and management of routine maintenance processes, workforce training and cultural change. The article demonstrates how improvement opportunities were identified, mapping and measuring gaps, analysis of needs jointly with ways for treating them and preparing the action plan to prioritize the correction of deviations. In order to control the process, an indicator was developed to monitor progress in the quality of completing the records in the diverse Work Centers in the Transpetro Natural Gas Department (DGN) maintenance area.

scholarly journals Obstáculos al implantar el modelo CMMI / Difficulties when implementing the CMMI organizational model

2013 ◽  
pp. 110
Author(s):  
Himelda Palacios ◽  
Néstor Porcell
Keyword(s):  
Cultural Change ◽  
Software Design ◽  
Process Management ◽  
Intervention Strategies ◽  
Capability Maturity Model ◽  
Maturity Model ◽  
Quality Model ◽  
Engineering Project ◽  
Capability Maturity ◽  
Culture Organisationnelle

RESUMENEsta investigación analiza y propone estrategias de intervención que permiten identificar y superar los obstáculos de aprendizaje organizacional, que experimenta una organización cuando decide implantar el modelo de calidad para el desarrollo y mantenimiento de software, CMMI (Capability Maturity Model Integrated). Implantar el CMMI es más que definir procesos, procedimientos y formatos, lo que realmente implica es cambiar la cultura organizacional de las áreas y/o empresas de desarrollo de software, cambiar el comportamiento de los Ingenieros de Software. Las estrategias de intervención propuestas facilitan el cambio de la cultura organizacional requerido, para que una organización dedicada al desarrollo y mantenimiento de software pueda alcanzar con éxito los niveles de madurez definidos por el modelo CMMI. Este cambio de cultura implica orientar a la organización hacia los lineamientos definidos por la gestión de la calidad del software, la ingeniería de software, la gerencia de proyectos, la gerencia de procesos, el mejoramiento continuo de procesos, la gestión cuantitativa de procesos y el aprendizaje continuo.ABSTRACTThis research aims at analysing and proposing intervention strategies which allow to identify and avoid the risks in organization learning processes, when an organization decides to implement a quality model for the development and maintenance of specialized softwares, such as CMMI (Capability Maturity Model Integrated). This software design means much more than identifying processes, procedures and formats, which implies an organizational cultural change in the corresponding areas and companies in charge of software development changing the behavior of software design engineers. The intervention strategies suggested facilitate a change in organizational culture in this type of organization reaching success at high maturity levels based on the CMMI model. This will lead the organization to high quality standards in software design, software engineering, project management, process management, a continuing successful follow- up processes, quantitative process management and systematic learning.RESUMÉÉCette étude analyse et propose différentes stratégies d’intervention aidant à l’identification et à la résolution de problèmes liés à l’apprentissage organisationnel. Cela peut être le cas pour une organisation qui déciderait de mettre en place le modèle de qualité pour le développement et la maintenance de logiciels, CMMI (Capability Maturity Model Integrated). En effet, pour intégrer le CMMI aux processus organisationnels de l’entreprise, il s’agit moins de définir les procédures, formats et processus que de modifier la culture organisationnelle des départements et/ou entreprises informatiques de développement de logiciel ainsi que le comportement des ingénieurs informatiques. Les stratégies d’intervention proposées favorisent le changement de culture organisationnelle nécessaire pour qu’une organisation, tournée vers le développement et la maintenance de logiciel, puisse atteindre avec succès des niveaux de maturité définis par le modèle CMMI. Ce changement culturel implique une orientation de l’organisation aux directives définies par la gestion qualitative des logiciels, la gestion de projet, celle des processus de gestion, de l’amélioration continue des processus, de la gestion quantitative des processus et de l’apprentissage continu.RESUMOEsta pesquisa analisa e propõe estratégias de intervenção que permitem identificar e superar os obstáculos de aprendizado organizativo experimentados por uma organização quando decidir implantar o modelo de qualidade para o desenvolvimento e manutenção de software, CMMI (Capability Maturity Model Integrated). Implantar o CMMI é mais do que definir processos, procedimentos e formulários; em realidade implica a mudança da cultura organizativa das áreas e/ou empresas de desenvolvimento de software, mudar o comportamento dos engenheiros de software. As estratégias de intervenção propostas facilitam a mudança da cultura organizativa requerida, para que uma organização dedicada ao desenvolvimento e manutenção de software possa atingir com sucesso os níveis de maturidade definidos pelo modelo CMMI. Esta mudança de cultura implica orientar a organização em direção aos lineamentos definidos pela gestão da qualidade do software, a engenharia de software, a gerência de projectos, a gerência de processos, o melhoramento contínuo de processos, a gestão quantitativa de processos e o aprendizado contínuo.

scholarly journals SUSTAINABLE DEVELOPMENT AND BUSINESS PROCESS MANAGEMENT

2019 ◽  
Vol 10 (3) ◽  
pp. 228-237
Author(s):  
A. L. Lisovsky
Keyword(s):  
Business Process ◽  
Cultural Change ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Business Management ◽  
Environmental Strategy ◽  
Process Change ◽  
Environmental Objectives ◽  
Process Strategy

Business process management to date has not explicitly focused on sustainability as a change objective or driver. Although, approaches relating BPM and Sustainability already exist, e.g. Green BPM is the sum of all management activities that help to monitor and reduce the environmental impact of business processes in their design, improvement, implementation, or operation stages, as well as lead to cultural change within the process lifecycle. The intention behind Green BPM is the incorporation of environmental objectives into the management of business processes. To achieve this objective, BPM has to be extended by ecologically oriented complements, as are the consideration of environmental strategy as a part of the process strategy, or the awareness for energy consumption and pollution. Together with an earlier article consolidates several contributions of the BPM foundations in three underlying process change traditions: (1) the Quality Control tradition, (2) the Business Management tradition, and (3) the Information Systems (IS) tradition. These three traditions propose different approaches to business process change and each emphasizes some practices over others. Currently, there is a tendency of combining the various traditions in a comprehensive BPM approach.

Maximum Reliability in Natural Gas Transport

2010 ◽  
Author(s):  
Luciane Tomaz ◽  
Joa˜o Paulo de Barros Leite
Keyword(s):  
Natural Gas ◽  
Cultural Change ◽  
Process Management ◽  
Management Program ◽  
Maintenance Management ◽  
Gas Processing ◽  
Natural Gas Transmission ◽  
Natural Gas Transport ◽  
Maximum Reliability ◽  
And Training

This article describes a management program implemented to develop a methodology of continuous enhancement in the processes of natural gas transmission and processing operation, which are particularly aimed to ensure operational continuity, promoting a cultural change. The program was structured into six main areas of impact to operational continuity, namely pipeline commissioning & startup, gas transmission, gas processing, process management, maintenance management and training & knowledge transfer, which are the structural pillars of the program.

Information and Communication Technology and Cultural Change

2012 ◽  
Vol 43 (4) ◽  
pp. 222-231 ◽  
Author(s):  
Nina Hansen ◽  
Tom Postmes ◽  
Nikita van der Vinne ◽  
Wendy van Thiel
Keyword(s):  
Cultural Values ◽  
Information And Communication Technology ◽  
Communication Technology ◽  
Cultural Change ◽  
Control Group ◽  
Self Construal ◽  
Information And Communication ◽  
The Impact ◽  
Ict For Development ◽  
Practical Implications

This paper studies whether and how information and communication technology (ICT) changes self-construal and cultural values in a developing country. Ethiopian children were given laptops in the context of an ICT for development scheme. We compared children who used laptops (n = 69) with a control group without laptops (n = 76) and a second control group of children whose laptop had broken down (n = 24). Results confirmed that after 1 year of laptop usage, the children’s self-concept had become more independent and children endorsed individualist values more strongly. Interestingly, the impact of laptop usage on cultural values was mediated by self-construal (moderated mediation). Importantly, modernization did not “crowd out” traditional culture: ICT usage was not associated with a reduction in traditional expressions (interdependent self-construal, collectivist values). Theoretical and practical implications are discussed.

The primary variables in directed cross-cultural change.

1968 ◽  
Author(s):  
Arthur H. Niehoff ◽  
J. Charnel Anderson
Keyword(s):  
Cultural Change ◽  
Cross Cultural
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