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Implementation of a strategic planning process oriented towards promoting business process management (BPM) at a clinical research centre (CRC)

Victor Cattani Rentes (Business Administration Department, School of Economics, Business Administration and Accounting at Ribeirão Preto, University of São Paulo, Ribeirão Preto, Brazil)
Silvia Inês Dallavalle de Pádua (Business Administration Department, School of Economics, Business Administration and Accounting at Ribeirão Preto, University of São Paulo, Ribeirão Preto, Brazil)
Eduardo Barbosa Coelho (Ribeirão Preto Medical School, University of São Paulo, Ribeirão Preto, Brazil)
Monica Akissue de Camargo Teixeira Cintra (Ribeirão Preto Medical School, University of São Paulo, Ribeirão Preto, Brazil)
Gabriela Gimenez Faustino Ilana (Ribeirão Preto Medical School, University of São Paulo, Ribeirão Preto, Brazil)
Henrique Rozenfeld (Production Engineering Department, São Carlos School of Engineering, University of São Paulo, São Carlos, Brazil)

Business Process Management Journal

ISSN: 1463-7154

Article publication date: 9 August 2018

Issue publication date: 18 June 2019

Abstract

Purpose

This work explores the potential benefits of aligning the strategic planning process with a BPM program in a clinical research center (CRC). The purpose of this paper is to define a process for executing strategic planning oriented towards the promotion of a BPM program.

Design/methodology/approach

The method applied is action research. This allowed the solution of a practical problem and at the same time the proposition of a new approach to promote BPM in alignment with strategy, which was synthesized in the model presented.

Findings

The analysis and structuring of the strategic planning process, with the assessment of the as-is situation, were adequate as a preparation step for the first cycle of a BPM program in the CRC. Based on lessons learned along the research project, a model was proposed for the strategic planning process oriented towards promoting BPM.

Research limitations/implications

The model was conceived from a single application at a CRC, through a cycle of action research. This is one of the limitations of this work. The model was not yet sufficiently tested in other contexts. This represents opportunities for future research.

Practical implications

The evaluation step in the action research cycle revealed that the organization in focus was satisfied with the results. New management practices in the organizations in focus were implemented as a result of this work.

Originality/value

Process improvement initiatives are a novelty in the CRC context, and this work may serve as a reference for CRC managers seeking to improve overall performance. The proposed model in this work indicates that a BPM program should start with strategic planning. An initial assessment of the as-is situation of the organization in focus was performed based on the analysis of the undesirable effects in the organization’s management practices, using a technique of the Theory of Constraints. The use of this technique facilitated the identification of solutions to the root causes identified in the assessment. The level of the assessment was deeper in comparison to results obtained with traditional tools used in strategic planning processes. The assessment supports the definition of actions oriented to solving the majority of the management dysfunctions of the organization in focus.

Keywords

Acknowledgements

The authors would like to thank CNPq for their financial support. The authors are also indebted to all participants of the organization in focus, for their ample contribution to this action research project.

Citation

Rentes, V.C., de Pádua, S.I.D., Coelho, E.B., Cintra, M.A.d.C.T., Ilana, G.G.F. and Rozenfeld, H. (2019), "Implementation of a strategic planning process oriented towards promoting business process management (BPM) at a clinical research centre (CRC)", Business Process Management Journal, Vol. 25 No. 4, pp. 707-737. https://doi.org/10.1108/BPMJ-08-2016-0169

Publisher

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Emerald Publishing Limited

Copyright © 2018, Emerald Publishing Limited