The motivation of emphasis on customer needs comes from the studies claiming that the most significant predictor of BPM success is the combination of a proactive implementation of BPM as part of organization’s business strategy together with focused BPM efforts on core-customer business processes (Rhee and Mehra 2006). However, the recent studies also suggest that the BPM success rate, i.e., the frequency with which BPM initiatives achieve, sustain, and continuously improve on performance targets, could be as low as 20% (Towers 2010). Even though the knowledge of what influences BPM initiatives’ success has been studied and acknowledged during the past decade, many executives still confirm that the promised early savings from BPM have quickly dissipated and the benefits are not sustained over the long term (ibid.).
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