ABSTRACT
This chapter describes three case studies from around the world. They will cover both successful and not so successful business process management (BPM) implementations at an enterprise level within three very different organizations. The case studies are from three continents: USA, Asia and Europe. A robust program of BPM combined with a global enterprise resource planning (ERP) implementation can be a powerful coalition. Success with BPM at the enterprise level relies on a clear and compelling case for change, cross-departmental collaboration, attention to pacing and an enduring focus on value creation. Multinational multi-product organizations have inherently high levels of complexity and inertia to change. Many firms invest in technology to achieve a business improvement goal but in reality are not making the necessary business changes to take full advantage of the technology features. Process simulation provided a means to quantify the impact of the proposed redesign changes prior to their implementation within the business.
