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OUTLINING THE STRATEGICBUSINESS IMPORTANCE OFBPM
Samantha Brignell
GM Process Strategy &
Improvement
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ABOUT TELSTRA
We are Australia's leadingtelecommunications and information
services company.
We offer a full range of services and
compete in all telecommunications
markets throughout Australia,providing more than 8.6 million
Australian fixed line and 10.5 million
mobile services, including 8.2 million
3G services.
In 20010-11, sales revenue was $25
billion and reported EBITDA was $10.8
billion.2
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CONTENT
1. Defining BPM in the organisations strategic management context
2. BPM impacts
3. Expectations of Senior Management and Project Sponsors
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CONTENT
1. Defining BPM in the organisations strategic management context
2. BPM impacts
3. Expectations of Senior Management and Project Sponsors
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WE ARE WHAT WE REPEATEDLY DO.
EXCELLENCE, THEREFORE, IS NOT AN ACT BUT A HABIT.
- ARISTOTLE-
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WHAT IS BUSINESS PROCESS MANAGEMENT?
Customer
Satisfaction
Framework
Change ManagementCompliance
Measurement Data
Execution
Cultural
Engagement
Consultation
Customer Satisfaction
Leadership
Resilience
ReactiveProactive
Continuous
Root cause
Innovative
Facilitation
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Org
Risk
Org
Impact
THEORY OF BPM
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CONTENT
1. Defining BPM in the organisations strategic management context
2. BPM impacts
3. Expectations of Senior Management and Project Sponsors
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A GOOD NEWS STORY
Project Mobilise
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PROJECT MOBILISE
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CONTENT
1. Defining BPM in the organisations strategic management context
2. BPM impacts
3. Expectations of Senior Management and Project Sponsors
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MOBILISE SENIOR MANAGEMENT EXPECTATIONS
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TAKE AWAY .....