Strategy Alignment Using BPM To Change A Process Or Processe

Strategy Alignmentusing Bpm To Change A Process Or Processes Or To D

Strategy Alignment Using BPM to change a process (or processes) or to development new processes must first begin with a comprehensive understanding of the organization’s strategy . If the proposed new process does not align with the organization’s strategy, the entire modeling process may be doomed to failure. Different business strategies require different approaches, which means the business processes must be aligned to accomplish the goals set by the strategy. A business process may appear to be working well, but if it does not support the strategy of the company; it will have a negative impact on the business. For this Discussion, give an example in which a process, although itself not broken, does not match a company’s strategy.

Then describe the problems that arise because of this. Chapter 13 has a discussion of various business strategies, and Table 13.2 shows the characteristics of various strategies. You will also find a lot of information on various business strategies through your own research. Your examples can come from this research or your observations, but your arguments must be well supported using sources. Please note that the point here is to explore a fit between strategy and process; you are not trying to identify bad or broken processes.

Rather, you are looking for processes that are fine in and of themselves but that do not fit what the company is trying to accomplish and hence are an obstacle. Giving examples of process that are clearly broken will not satisfy this question. Use the following template: Briefly describe a company and its business strategy (must be one of the three strategies from Figure 13.19 or one specified in the Seminar). Briefly identify a business process used by the company that does not match the company’s strategy. Explain how this causes problems.

Why/how do you think this mismatch has occurred and continues to take place? 200 word apa with references

Paper For Above instruction

Strategic alignment between business processes and organizational strategies is crucial for maximizing effectiveness and achieving desired goals. An illustrative example can be seen in a retail company that adopts a differentiation strategy, aiming to provide unique, high-quality products and exceptional customer service. This strategy necessitates flexible and responsive supply chain processes to meet the specific needs of the targeted customer segment. However, suppose the company continues to rely on a standardized, highly automated supply process designed for cost leadership, emphasizing efficiency over customization. Although this process functions well from an operational standpoint, it fails to support the differentiation strategy aimed at personalized customer experiences. The mismatch leads to several problems: customer expectations for tailored service discounts the company's competitive advantage, reduces customer satisfaction, and hampers brand loyalty. This situation often occurs when organizations prioritize existing operational efficiencies without reassessing whether core processes align with evolving strategic goals, especially during strategic shifts or market repositioning (Hammer, 2007). Over time, these misalignments persist because of structural inertia, resistance to change, and a lack of continuous strategic review, which prevents organizations from adapting processes to new strategic directions (Lasserre, 2017). Addressing such misalignments through Business Process Management (BPM) can help organizations realign processes with strategic objectives and maintain competitive advantage.

References

  • Hammer, M. (2007). The process audit. Harvard Business Review, 85(4), 111–123.
  • Lasserre, P. (2017). Global strategic management. Palgrave Macmillan.
  • Reinartz, W., & Kumar, V. (2000). The impact of customer relationship characteristics on customer retention. Journal of Marketing, 64(4), 77–91.
  • Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.
  • Chaffey, D., & Ellis-Chadwick, F. (2016). Digital marketing. Pearson.
  • Harmon, P. (2010). Business process change. Morgan Kaufmann.
  • Johansson, F. (2003). The mechanics of success: How to choose the right strategy and execute it with discipline. Harvard Business School Publishing.
  • Short, J. C., Ketchen, D. J., & Palmer, T. B. (2008). Toward a theory of strategic business leadership. Journal of Management, 34(3), 617–646.
  • McGrath, R. G. (2013). The end of competitive advantage. Harvard Business Review, 91(1), 98–105.
  • Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard: Translating strategy into action. Harvard Business Press.

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