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Business Process Management 556

The document discusses business process management (BPM) critical success factors at Rabobank. It identifies that Rabobank's main focus is on strategic, cultural, and technological aspects, positioning it favorably for innovation and customer-centered service. However, adapting to changes in governance structures may present challenges that need to be managed. The weakest link among the success factors is the "People" factor. To strengthen this area, Rabobank can provide training opportunities, annual process improvement events, and increase visibility and rewards for process improvement efforts to enhance employees' skills and knowledge of BPM.

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Ron Babac
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36 views2 pages

Business Process Management 556

The document discusses business process management (BPM) critical success factors at Rabobank. It identifies that Rabobank's main focus is on strategic, cultural, and technological aspects, positioning it favorably for innovation and customer-centered service. However, adapting to changes in governance structures may present challenges that need to be managed. The weakest link among the success factors is the "People" factor. To strengthen this area, Rabobank can provide training opportunities, annual process improvement events, and increase visibility and rewards for process improvement efforts to enhance employees' skills and knowledge of BPM.

Uploaded by

Ron Babac
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Business Process Management - SY2324-1T

1. List the six (6) BPM critical success factors and identify which part/s of Van Langen’s report
pertain/s to each factor.

Strategic Alignment- If we develop an application for an innovative mobile service, it is


crucial to know exactly what its impact will be on the environment and other systems and
processes.

Governance - the supporting role of employees at local member banks is disappearing

People - we wanted everyone, from the business analyst to the architect, to be able to count
on the fact that the retrieved system documentation will be correct, and that everybody can
feel confident in using it. In this way, we have more control over the quality of the
applications we develop.

Culture - The speed and quality of our application development determine how our
customers experience the service.

Method - we develop an application for an innovative mobile service.

Information System - We wanted to be able to find and maintain all system documentation
related to our IT in one central location.

2. Assess your answer to item #1. What is the main focus of Rabobank? How does it affect the
organization favorably/unfavorably?

Robobanks main focus is with strategic, cultural and technological aspects, positioning the
organization favorably for innovation and customer center service. But adapting to changes
in governance structures may present some challenges that need management. The
potential impacts primarily relate to the challenges associated with the organization change,
managing workforce transitions will be the key to minimizing negative effects.

3. Among the success factors, identify the weakest link. Then, recommend how can
Rabobank integrate improvement on that particular organizational area/element to ensure
BPM success.

In order for the Rabobank to integrate improvement on that particular organizational


area/element to ensure BPM success, training offers, information on upcoming events and
success stories on process improvement should be generated, Annual event where all
Process Managers come together to exchange best practices, get inspiration from external
speakers and learn about new topics related to BPM can also be a help to enhance the skills
and the knowledge of the people behind Rabobank and lastly Increasing the visibility of
processes and provides a platform for employees who are working on process improvement
by rewarding outstanding processes that accomplish measurable process improvements and
have a positive impact on the company should also be a priority.

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