ABSTRACT
This chapter is concerned with how Liverpool John Moores University (LJMU) addressed the joint issues of aligning key business processes with the strategic plan and how such processes were subsequently developed and improved. Readers may wish to consider this chapter in the context of Chapter 4 on strategic planning. There is a leadership dilemma in all organisations that aspire to deliver consistent performance of processes across conventional organisational structures. This chapter describes how LJMU defined its process management framework in the context of strategy; how the concept of process ownership was used in an attempt to address the leadership dilemma; and how the principle of ‘involving people’ was applied to process review and improvement. It is a frank account of the successes and difficulties and provides useful lessons for any Higher Education Institution contemplating such a challenging but worthwhile project.
