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Document Destruction would like to share an article we found interesting and we though we would pass it on:  

The Top 10 Best Practices of Business Process Management

Years of successful and not-so-successful process management experience have led to a set of best practices a number of fundamental principles that must be honored in order to optimize returns to the company, the delivery of business results to customers and to satisfy the needs of the organization’s other stakeholders. The following principles underlie the methods of business process operation and change. Understanding and living according to these principles will get managers and practitioners alike through some tough debates about managing processes. Without support for these the principles, teams can easily get lost and distracted from the intent of the mission.

The 10 principles are

  1. Business change must be performance driven.
  2. Business change must be stakeholder based.
  3. Business change decisions must be traceable to the stakeholder criteria.
  4. The business must be segmented along business process lines to synchronize change.
  5. Business processes must be managed holistically.
  6. Process renewal initiatives must inspire shared insight.
  7. Process renewal initiatives must be conducted from the outside in.
  8. Process renewal initiatives must be conducted in an iterative, time-boxed approach.
  9. Business change is all about people.
  10. Business change is a journey, not a destination

This month we will look at the top 3

Principle 1: Business Change Must Be Performance Driven

All change must be based on business performance measurement. All the things we do, we should do for a reason, and measurement allows us to know if we are acting consistently with the reason. “You get what you measure,” seems true for all organizations.

All must know their aim in life and set a scorecard to evaluate how they’re doing and what’s working. We need predictive measures, not just after-the-fact reports, to see the total picture. Constructing a connected measurement system is critical for us to break down overall targets into what people do every day.

After performance measurement factors are determined, the organization sets some performance targets. There may be inherent conflict among the targets so a balance will be key. Management must send clear messages on strategy and priority through performance metrics and not rely just on wishes alone.

The bottom line for any business improvement is that well-thought-out, targeted measurements will inspire progress and ensure that we allocate our scarce human and financial resources to things that matter most.

Principle 2: Business Change Must Be Stakeholder Based

This principle asks, “Who cares about what we are doing and how well we are doing it?”

It recognizes that the organization doesn’t exist only for its own purposes—it must serve a larger community than itself. Stakeholders provide context for the business—its own


A stakeholder is anyone or any group that’s affected by, has a vested interest in, or can influence the organization’s performance in some way. Types should be segmented according to their different requirements and the difference in the way that they are to be treated.

To understand each stakeholder segment, we should know the current state of our relationship with that segment and what would we want it to be in the future. The gap between these two states will drive our needs for change. The future state view will provide a set of evaluation criteria for change from the current reality. The stakeholder criteria will depend on the stakeholders’ actual needs, but this will be balanced with the organization’s desires and intent.

Principle 3: Business Change Decisions Must Be Traceable to the Stakeholder Criteria

This principle ensures we obtain accepted criteria before we enter into choosing among business options, and use those criteria instead of internal personal drivers. When criteria drivers are also misaligned to the organization’s mission, vision, and values and to its stakeholders’ expectations, we cannot expect to optimize results,

Insist on agreement to the future state stakeholder criteria that will determine your course of action; then and only then, select that course.

To actually put this principle into practice, management must consciously and visibly agree on the criteria first and then publish them. Management must also empower those working on change to work creatively within those parameters. or with the best interests of external stakeholders.

See the whole article HERE

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