Business process owner and process manager may sound like identical roles, but they are involved in very different games. Understanding their distinctions is crucial for driving operational excellence and aligning processes with your organization's strategic objectives. Let's explore their unique and essential roles in business operations.
Business process owner sets the strategy
Think of the business process owner (BPO) as the head coach of a basketball team. They’re the ones calling the plays from the sidelines. The BPO is usually a senior executive. They look at the big picture, setting the strategy and direction like a team owner shaping the future of the franchise with their decisions and actions.
The BPO ensures critical processes align with strategic goals. If the business is a train, the BPO lays down the tracks and decides where it’s headed. They have the power to make changes, allocate resources, and push for improvements. Their job is to see the whole field, spotting opportunities for enhancement like a hawk eyeing its prey. They define clear process goals to ensure everyone works towards the same objectives. They’re in it for the long haul, thinking about sustainability and long-term gains.
Process manager executes the BPO playbook
On the other hand, the process manager (PM) is in the trenches. They’re the point guard, executing plays and ensuring the team moves the ball down the court. The PM deals with the nitty-gritty, the day-to-day operations that keep the process humming. They’re in the locker room with the team, making sure everyone knows their role and hits their targets.
The PM’s job is all about execution. They take the BPO’s game plan and turn it into action. If the process is a machine, the PM is the mechanic, fine-tuning the gears and oiling the parts to ensure everything runs smoothly.
They monitor performance, track progress, and fix problems as they arise. A crucial part of their role is ensuring operational efficiency, continuously analyzing and improving operations to meet performance targets and enhance overall productivity. The PM manages numerous processes simultaneously, coordinating various teams and workflows to ensure everything operates seamlessly.
Synergizing strategy and tactics
The relationship between the Business Process Owner (BPO) and the Process Manager (PM) is crucial for effectively managing business processes. Their roles are complementary, creating a synergy that drives the organization towards its goals.
The BPO leads with strategic planning. They set the direction and define the goals of the process, ensuring it aligns with the organization's broader objectives. By focusing on the big picture, the BPO identifies opportunities for innovation and improvement, lays down the framework for the process, and allocates the necessary resources.
Their vision and strategic oversight ensure that the entire process is sustainable and capable of adapting to future challenges.
On the flip side, the PM is responsible for tactical execution. They take the strategic plan crafted by the BPO and turn it into actionable steps. The PM manages the day-to-day operations, ensuring every detail is meticulously handled. They coordinate with various teams, monitor performance metrics, and make real-time adjustments to keep the process on track. Their focus on short-term execution ensures the process runs smoothly and efficiently, meeting the organization's immediate needs.
To take this collaboration to the next level, organizations are leveraging advanced tools and techniques like process mining to gain actionable insights into the actual performance of critical business processes.
Process mining enhances business process management
Process mining is a technique for discovering, monitoring, and improving processes. It’s an objective way to visualize how business processes work. It enables end-to-end process optimization, uncovers automation potential, and delivers continuous process improvement.
Companies leverage process intelligence tools like process mining to enhance collaboration and streamline strategic planning and tactical execution. These tools provide deep insights into business process performance. They provide a detailed, data-driven view of the current state of business processes, revealing inefficiencies and bottlenecks that might not be visible via traditional analysis.
For the BPO, process mining offers strategic insights into how processes align with business goals and where improvements can be made. It helps in setting more precise targets and strategies based on real-time data.
For the PM, process mining is an invaluable tool for tactical execution. It allows for real-time monitoring of processes, enabling quick adjustments and problem-solving to keep the project on track. By understanding the actual flow of activities, the PM can better coordinate with teams and ensure that every step of the modernization process is optimized for efficiency.
Incorporating process mining into the toolkit of both the BPO and PM enhances their individual roles and fosters better collaboration and continuous improvement, driving sustainable process improvement.
It’s also worth noting that process automation platforms provide a complete toolset to manage every step in a process, from workflow orchestration tools and a low-code visual interface to native automation capabilities like intelligent document processing (IDP), robotic process automation (RPA), data fabric, and artificial intelligence (AI) that provide you with the right tool to automate any process.
Process mining creates a visualization of how processes are actually running, flagging deviations from the ideal process and opportunities for optimization.
To see these capabilities in action, let's explore a system modernization scenario.
System modernization use case
In a system modernization project for a large enterprise, the BPO sets the strategic direction. They determine which outdated systems need to be replaced, define the modernization goals (such as improved efficiency and scalability), and allocate resources for the project.
The BPO collaborates with IT, finance, and operations to ensure everyone is aligned with the modernization objectives. They constantly seek feedback and plan for future updates, always looking to improve and stay ahead of technological trends.
The PM in this scenario brings the BPO’s strategic plan to life. They manage the logistics of the modernization, coordinating with the IT team to ensure that new systems are implemented on time. They also oversee the integration process, ensuring minimal disruption to ongoing operations.
The PM works with various departments to monitor the new system’s performance, solve any issues, and adjust the implementation strategy in real-time to ensure the project’s success. Now, let’s examine another example of the BPO and PM collaboration in a different context. In a software implementation scenario, their roles are equally crucial in achieving success.
Software implementation use case
In a software integration project for a large financial services company, the BPO sets the strategic direction. They identify the need to integrate new software systems to improve transaction processing efficiency and regulatory compliance. The BPO outlines the integration goals, secures the necessary budget, and ensures buy-in from key stakeholders across departments such as IT, compliance, and customer service. They meticulously plan the integration phases and set milestones to measure success.
The PM takes the strategic plan from the BPO and executes it. They coordinate with the IT team to manage the integration logistics, ensuring that the new software systems are implemented seamlessly. The PM oversees the integration process, ensuring minimal disruption to ongoing operations and services. They work closely with various departments to monitor the performance of the integrated system, address any issues that arise, and make real-time adjustments to the implementation strategy. Their focus is on maintaining operational continuity and achieving the project’s success.
Having explored the critical roles of the BPO and PM in system modernization and software integration, let's now look at another vital area where their collaboration drives success: enhancing customer service.
Customer service use case
In a project aimed at improving customer service, the BPO identifies key objectives such as reducing response times and increasing customer satisfaction scores. They secure the necessary resources and ensure alignment with the company's broader customer experience goals. The BPO outlines the strategic approach and engages with stakeholders to drive the initiative forward.
The PM takes charge of executing this vision. They roll out new customer service tools, ensuring they are implemented correctly and staff are properly trained. The PM monitors customer service metrics daily, addresses issues as they arise, and adjusts tactics to improve performance. They gather feedback from customer service representatives and customers to continuously refine the process, ensuring that the project meets its goals for customer satisfaction and efficiency.
Strategic vision meets tactical execution
BPO: Focuses on strategic planning, setting the direction, goals, and framework. They work with stakeholders to align the process with organizational objectives and continuously seek improvements.
PM: Manages the tactical execution, handling logistics, implementation, and day-to-day operations. They ensure the process runs smoothly, solve problems in real-time, and adjust to meet performance targets.
In each scenario, the BPO and PM must collaborate effectively. The BPO provides the vision and strategy, while the PM ensures it’s executed efficiently. Working together, they ensure the success of the business process.
It’s about balance
Success in business process management is all about balance. The BPO and PM must work together, each playing their part to keep the process running like a machine. It’s a delicate dance requiring trust, communication, and a clear understanding of each other’s roles.
The BPO needs to trust the PM to handle the day-to-day operations. They need to provide the vision and direction but then step back and let the PM do their job. They must focus on the big picture, looking for opportunities to improve and innovate.
The PM needs to trust the BPO’s vision. They must execute the strategy, manage the details, and solve problems as they arise. They must focus on the short-term, ensuring the process runs smoothly and meets its targets.
The bottom line
Ultimately, the BPO and PM are two sides of the same coin. The BPO sets the strategy, and the PM executes it. The BPO looks at the big picture, while the PM focuses on the details. The BPO drives long-term success, while the PM ensures short-term performance. Both roles play a pivotal role in ensuring the entire process runs smoothly.
So, next time you review your business processes, think about the coach and the quarterback, the strategist and the playmaker, the BPO and the PM. Get the balance right, and you’ll lead your organization to operational excellence.
