Enabling Operational Excellence
Enabling Operational Excellence
Enabling Operational Excellence
Enabling Operational Excellence

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The Governance Process Is What It Is – And That’s Way More Than Meta!

It’s a shame to have to resort to a ‘meta’ discussion to have what should be a direct conversation about governance process(es). After all, what’s more fundamental to an organization than those?! Does the BPM space ‘get’ it? Recent discussion in social media makes me doubt it. So back to ‘meta’ we go.[1] Here’s a recent wrong-headed post in social media that got my attention.

“I don’t see the appropriateness of labeling governance processes (e.g., business planning process, inventory policy process) as ‘meta’. They’re on a par with all the other business processes (i.e., request for proposal process, hiring process, product commercialization process, etc.). The process management process, on the other hand, is a meta process in that it stands above every one of the other processes, both governance and non-governance.”

My goodness! The process management process stands above governance processes? In what conceivable universe?! From a business perspective something is fundamentally flawed about a BPM approach that fails to recognize governance processes as above all others. Let’s think about it a bit. Some definitions …
  • I define ‘governance process’ as ‘process that governs other processes’. It’s ‘meta’ because both subject and predicate are the same kind of thing. (Merriam-Webster Unabridged Dictionary 3b.)
  • I define ‘meta-process’ as ‘process that transforms other processes’. Since ‘governs’ is a specialization of ‘transforms’, that makes governance process a specialization of meta-process. I recognize there can be other kinds (specializations) of meta-process.
In other words there is a governance variety of meta-process that is the class of all processes that govern other processes. One example or instance of that class is THE governance process (singular) that governs the organization as a whole.

Aside: I can’t believe I had to prove in theory that an organization has a governance process!

To take the analysis further, you could specialize governance meta-process beyond THE governance process (singular) for an organization as a whole to suit governance of individual business areas or processes. The results (outputs) of all other specializations, however, should be consistent with the results (outputs) of THE governance process (singular). That’s a fancy way of saying you want to ensure business alignment. In social media, I wanted to initiate a discussion of what form the results (outputs) from all governance processes should take. If you want to talk about process improvement for governance processes, wouldn’t that be a foremost question?! No luck. These BPM participants wouldn’t go there. It leads me to believe they don’t really ‘get’ that governance is always about setting business policies. Indeed, if you want to improve the governance process sooner or later you’ll have to come to grips with business rules. Instead, they seemed satisfied to conclude the conversation with simply “a process is a process is a process”. I’m afraid not! ~~~~~~~~ www.BRSolutions.com

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Ronald G. Ross

Ronald G. Ross

Ron Ross, Principal and Co-Founder of Business Rules Solutions, LLC, is internationally acknowledged as the “father of business rules.” Recognizing early on the importance of independently managed business rules for business operations and architecture, he has pioneered innovative techniques and standards since the mid-1980s. He wrote the industry’s first book on business rules in 1994.

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