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White Space Revisited: Creating Value through Process ReviewIn 1990, after decades of work helping companies improve their business processes, Geary A. Rummer joined with his business partner, Alan Brache to publish Improving Performance: How to Manage the White Space on the Organization Chart. The book proved a seminal event in the development of the business process movement, still sells, and is often known as the "white space" book. The "white space" referred to in the title is the space between the departmental silos one finds on any organization chart - and the way on manages them is by defining business processes that flow across the various silos to produce and ultimately sell the organization's products and services.
This new book was written by Geary Rummler, his long time colleague, Alan Ramias and his son, Rick Rummler over the course of the past two years to provide an update on what they have learned since the first book was published in 1990. Given Rummler's importance in shaping the thinking of so many, this publication of this update will necessarily be a major event.
To my way of thinking, Geary Rummler was always the performance analysts' performance analyst. He didn't promote himself in the way that others did and was never as well known to the general public as process gurus like Edwards Deming or Michael Hammer. On the other hand, over the course of his career, he has done more to influence the way process improvement work is actually done today than anyone else I know. The quality control community owes the emphasis on defining processes at the core of Six Sigma to Geary's work at Motorola. Similarly, the IT community owes their current swimlane-based, customer-focused BPMN diagrams to Geary's efforts to create flow diagrams that business people could easily understand. And we all owe Geary thanks for his relentless emphasis on process change that improved corporate and human performance.
Over the years Improving Performance has been a bible to many process practitioners. Reviewers have consistently said that it was the best book to give to business mangers who were looking for an introduction to process. Predictably, this new book, summarizing Geary Rummler's latest thinking about process analysis, process management, and organizational performance, will be widely read by new managers who are trying to make their organizations more process centric, and by today's process practitioners who are trying to figure out how to fit all the various technologies together into a whole.
I was proud to be asked to write the Foreword to this book and recommend it to anyone who wants a comprehensive introduction to what process and performance improvement is all about.
White Space Revisited: Creating Value through Process OverviewWhen Improving Performance: Managing the White Space on the Organization Chart was published in 1990, it was lauded as the book that launched the Process Improvement revolution. This was the book that first detailed an approach that bridged the gaps between organization strategy, work processes and individual performance. Two decades later, White Space Revisited goes beyond a mere revision of that groundbreaking book and refocuses on the ultimate purpose of organizations, which is to create and sustain value.This book picks up where Improving Performance left off and shares what we have learned about process in the past 15 years since it was published and how the reader (primarily practitioners) can capitalize on these notions in their own pursuit of process excellence.
White Space Revisited is a comprehensive resource that offers process and performance professionals a conceptual foundation, a thorough and proven methodology, a set of remarkable working tools for doing process work in a more significant way, and a series of candid observations about the practice of Business Process Management (BPM). The book's time-tested methods, models, tools, and guidelines serve to align people, process, and technology
White Space Revisited includes information on a wealth of vital topics and
Describes the difference in impact of focusing on single processes vs. large scale improvements
Provides an integrated step-by-step blueprint for designing, implementing, and sustaining process management
Offers a detailed methodology for strategic and tactical process definition and improvement
Spells out how to leverage the power of IT to optimize organizational performance
Shows how to integrate the energy and value of Six Sigma, Process Improvement and Process Management into an effective Process Excellence Group
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