The prioritization and categorization method (PCM) process evaluation at Ericsson: a case study
Purpose: The purpose of this paper is to demonstrate and evaluate the prioritization and categorization method (PCM) which facilitates the active participation of process stakeholders (managers, owners, customers) in process assessments. Stakeholders evaluate processes in terms of effectiveness, efficiency and relevance against certain contextual business and industry factors. This collective evaluation serves as a foundation for the management decision making process regarding process improvement and redesign. Design/methodology/approach: The PCM is examined based on a case study at Ericsson. In total, 55 stakeholders, representing different organizational levels and functions, assessed eight core processes. Follow up interviews and feedback after the evaluation sessions were collected for triangulation purpose. Findings: The PCM helps Ericsson evaluate its processes within business context and industry environments. The results show that, to realize seamless end to end processes in the eight assessed processes, Ericsson has to make a greater effort to improve its process structures, governance and culture for fulfilling the needs of future business. Ericsson Steering Group is satisfied with the insights provided and has decided to train more stakeholders to use PCM. Research limitations/implications: This research is based on a single case within a specific organizational setting. The results may not be necessary generalizable to other business and industry settings. Organizations need to configure PCM in consideration of their own processes and business contingencies to explore and fulfil their process improvement purposes. Originality/value: This paper presents a new context aware, easy to use and holistic method for business process management (BPM) the PCM. The method requires the active engagement of stakeholders, it focusses on developing dynamic BPM capabilities and fully embeds organizational contingencies and contextual factors in the decision making regarding BPM. This paper contributes a novel method to explorative BPM.
Bus. Process. Manag. J.