Centre for Excellence in Business Process Management

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The Vlerick Business Process Management Network is a network organisation between the Vlerick Leuven Gent Management School and the business community represented by companies with complementary experiences in the world of Business Process Management (BPM). The research centre is created to offer high-level and up-to-date information on BPM (methodologies, benchmark results, best practices, lessons learned, used tools,...), and to develop, detect, validate and diffuse new management concepts and theories in the field of Business Process Management in a Belgian and European context.

The Vlerick Business Process Management Network is a collaboration of partners with complementary experiences in the world of Business Process Management (BPM). The knowledge and expertise from the partners is combined, thereby covering all branches of industries, services and governmental organizations.

The BPM Network creates a unique platform to share ideas and learn from other businesses. You'll have the opportunity to meet other business people and hear their opinion on how BPM can optimize the way you operate your businesses.

By organizing seminars, training courses, BPM conferences and by creating a full content web-portal the BPMNetwork aims to materialize theoretical approaches in the most practical way by learning how others did it before you.

Business Process Orientation Assessment Tool:

Are you ready for BPM? Assess your organisation's BPO maturity and know how to kick-start your BPM initiatives?

News

  • Think big, act small: how do you convince management?  (03 Aug 2010)

    Column by Dr. Friederike Schröder-Pander
    (Source: Business Process Magazine 4-2010)

    Just last week, someone asked me if there are studies/benchmarks – preferably for their sector – demonstrating that companies with a higher BPM maturity achieve higher performance than companies with a lower BPM maturity. The company concerned has been involved with the implementation of BPM for a number of years now, and yet it’s still not easy for the Business Process Office to prove BPM’s added value.

  • Business Process Management: Quo vadis? Challenges and opportunities  (07 Jul 2010)

    Adopting a process orientation means putting a vision into practice by making and committing to deliberate choices for organising and executing work. In order for Business Process Management (BPM) to be able to help businesses looking for an new vision and new ways to manage an ever more complex business context, BPM needs to evolve from a mere methodology (being a stepwise, structured approach to improving business processes – often synonymous for making them more efficient) into a holistic management discipline that takes an integrated approach to the organisation and its business as a whole. That is the main conclusion from six years of intensive research on the strategic positioning and current and future challenges of Business Process Management, led by Vlerick Leuven Gent Management School in collaboration with its business partner MÖBIUS and the member companies of the BPM Network.

  • 'Breaking down the silos'  (13 May 2010)

    The current economic climate has put renewed focus on improving customer satisfaction and performance. BPM has the potential to do both. How process-oriented is your organisation and what can you do to improve it? The Business Process Orientation (BPO) Assessment Tool provides the answers, and more.

  • Business Process Intelligence through three different lenses  (27 Mar 2009)

    Companies are not able to function without business processes. But are these processes being implemented as intended? How long does this implementation take in practice? Do processes differ between subsidiaries? Various methods exist for exploring Business Process Intelligence (BPI). Peter Rittgen, professor in Business Process Management has been collaborating with Flanders DC in scientifically investigating BPI and the best ways of exposing business processes.

  • The relation between Organisational Change and BPO  (25 Mar 2009)

    The higher the BPO score of a company the more employees experience and thus perceive change in their daily job. It requires more than a minimum of change efforts in an organisation in order to become gradually more process oriented.