Leveraging BPM to master change management and process governance
Experts from PepsiCo and Siemens Gamesa share their insights and advice for successful business process management in 2022
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PEX Network’s PEX Live: BPM 2022 online event’s opening panel session saw industry experts from the likes of PepsiCo and Siemens Gamesa meet to share insights and advice on business process management (BPM) and discuss how they leverage the methodology to overcome challenges they are experiencing.
Below we recap some of the key points that were covered in the panel discussion.
Building a culture of continuous improvement at PepsiCo
Tanu Mukherjee, senior director and global process excellence leader at PepsiCo, highlighted one of the major challenges she faces at the beverage giant is the struggle to build a culture of continuous improvement.
According to Mukherjee, it is imperative for employees to be willing to let go of old habits if they want to achieve different outcomes. There are several approaches being applied by PepsiCo to make this happen.
As PepsiCo has begun to bring organizational processes from different parts of the world into the global business services (GBS), this has required a huge amount of change management. Mukherjee explained that a dedicated change management team works with the GBS and all stakeholders across the enterprise to ensure that everyone is conversant with new ways of working.
Related content: Managing change during uncertainty
She noted that this change management team is supported by several other ones and they are all working to re-establish process maps, standard operating procedures and metrics. By doing so the business has been building the stepping stones to continuous improvement by standardizing processes around the new, desired way of working.
Related content: Leveraging BPM to boost process visibility
Applying process governance for global process management at Siemens Gamesa
Henning Pahl-Pralle, IT process manager at Siemens Gamesa, discussed how the organization has implemented a collaboration model between business and IT, forming a structured interface between the two.
In doing so, the business has made sure that global process owners are part of the ‘capability clusters’ they are building. Pahl-Pralle explained that capability clusters are areas of the business that define a specific process environment, including the related applications that are necessary for that environment.
“Within that capability cluster you find the knowledgeable participants from the business side and knowledgeable interims of processes and applications but also the relevant IT staff. This could be enterprise architects or portfolio managers. These capability clusters are a melting pot which raises awareness of upcoming IT demands or projects to make sure that the necessary pipelining and prioritization for the projects is happening,” he remarked.
Pahl-Pralle explained this allows for business process management across global locations and that none of this can happen without clarification from process governance. Whatever is reaching IT with regard to process standardization needs to have clear alignment and improvement from the process governance side of process owners.
To hear the full range of insights from industry experts at PepsiCo, Siemens Gamesa register for PEX Live: BPM 2022 on-demand now.
