Cultural Considerations for BPM and other Methodologies

Cultural Considerations for BPM 1

Cultural Considerationsfor BPM and other Methodologies

Hany AtchanPh.D., PMP

November 29th, 201111/29/2011


What is Culture• Organizational culture is “the pattern of shared basic assumptions -

invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration - that has worked well enough to be considered valid and therefore to be taught to new members as the correct way to perceive, think, and feel in relation to those problems”.

– Schein, E. (1985). Organizational Culture and Leadership. San Francisco, CA, Jossey Bass.

• It is the set of values, symbols, interpretations, beliefs, and perspectives that distinguish one group of people from another in modernized societies; it is not material objects and other tangible aspects of human societies.

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Values, perspectives, beliefs, and symbols

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3

2

1

Thinking/behavioral patterns & strategies

Formed by responding and adapting

They worked and are considered valid

Taught & reinforced

What is Culture

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Cultural Considerations for BPM 411/29/2011

• Uniqueness• Learning• Unlearning• Re-learning• Folklore and history • Founders impact• Differences among

cultures• Macro vs. Micro

cultures

How Do Cultures Form?

What Motivates People

Hierarchy of Needs

Abraham Maslow, d. 1970


Distancefrom Power

Individualism vs. collectivism

Masculinity vs. femininity

Uncertainty avoidance

Short-term vs. long-term

orientation

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Geert Hofstede’s

5-D Cultural Model

http://www.geert-hofstede.com


Distancefrom Power





orientation

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Geert Hofstede’s

5-D Cultural Model

Group cohesiveness, in-group membership, and unquestioning loyalty in exchange for protection.


Distancefrom Power





orientation

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Geert Hofstede’s

5-D Cultural ModelAccept inequality (from

below) in power distribution; Acceptance of inequality translates into desire for

control in one’s personal life


Distancefrom Power





orientation

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Geert Hofstede’s

5-D Cultural Model

Feminine cultures tend to be more submissive. Masculine cultures are assertive and driven.


Distancefrom Power





orientation

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Geert Hofstede’s

5-D Cultural Model

Degree of comfort in unstructured situations.

Risk-averse, does not accept change, and

thrives on repeatability.


Distancefrom Power





orientation

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Geert Hofstede’s

5-D Cultural ModelRespect for truth and

perseverance vs. tradition, social obligation, and “face-saving”. (China, Taiwan, & Japan have largest LT score)


Comparing Macro

Cultures

http://www.geert-hofstede.com


Characteristicsof Cultural Groups

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• Motivated by external forces• Believes in collective effort• Disciplined in following

Central C&C as long as perception of fairness

• Democracy works for a time

• BPM-like methodologies most effective

• Unquestioned obedience to Central C&C

• Pride in group achievement• Democracy is wrong

• Willing to live with inconsistencies

• Fairness is relative• Very sensitive to distance

from power• Democracy is a must!

• Very few standards and guidelines are acceptable

• High Cohesiveness/Social influence

• Democracy may be used to control them but very risky!

Individualistic Collectivist

Rebellious

Conforming


What is BPM? • A process of managing your business processes

• A management discipline.• A technology or set of

technologies• A rapid application

development framework• BPM vs. BPI vs. BAP

It Depends whom you ask!

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What isBPM?


What is BPM?ABPMP: An ongoing organizational commitment to meeting the organization’s performance goals by managing its processes. It involves a continuous, feedback loop to ensure the organization’s business processes are aligned to its strategy and performing to expectations.

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Business Process

Management

• Communication• Sequencing• Repeatability/Consistency• Enabling Change&

Transformation• BPM is primarily “sold” as a

catalyst for Organizational Improvements, with the specific goals of increasing efficiency and profitability.

Main Purposes

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Discrete Task Definition

Background and Assumptions

• Scientific management• Efficiency movement (Fredrick

Taylor, d. 1915)• Automation of tasks• Cultural Assumptions

– Ability to select from a large pool of workers

– Trainable workforce– Availability of HR remedies– Workers are not motivated by internal

factors and therefore management needs to use external motivators (the carrot & the Stick)

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Methodologies such as BPM are:

Cultures (especially in service organizations):

Logical People-driven

Sequential Emotional

Efficiency-driven (mechanistic) Experiential, Historical

Assuming! Evolving

Left-brained Right-brained

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The Big Gap!

It’s amazing that methodologies like BPM work at all!


How to Plant


Processes and MethodologiesAssess Readiness to Accept Consider Organizational Maturity

Develop a unifying Purpose

Individual Values Emotion-driven Decisions

Can You Change a Culture?

Understand the folklore Challenge carefully

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No Methodology is culture-neutral!

Know your culture or your methodology will be stuck in neutral!

Conclusion


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Cultural Considerations for BPM and other Methodologies