DMR: Consistent performance measurement of processes leads to an immense volume of information and data, and processing all of this material can mean high expenditures of time and money. Where is the marginal utility? How much transparency is good and economically effective for a company? 

L. Brecht: This is a difficult question. I must concentrate on the processes which are ultimately decisive for my competitiveness. Typically, there are three to five such processes, perhaps even fewer. I can measure them completely and then utilize these analytical tools which are slowly beginning to appear on the market. Only then do I have any benefits. But I will certainly never be able to use this as full coverage of the entire company. Some 15 or 20 years ago, there was a noble vision of putting together a company-wide data model; it has failed miserably. I see here a similar risk. However, you can benefit if you consider only those processes decisive for the competitiveness and attempt to quantify them. But you will never roll it out completely because you otherwise have a negative marginal utility. 

DMR: How can companies identify additional added value ­potential through the intelligent meshing of process management and IT, e.g., by using business service management?  

L. Brecht: There are two points I consider important. Point one: business service management is an enabler. Enabler means: How do I find new solutions which offer a benefit to the customer? A customer can obtain benefits only through processes, and then only through process performance. So I can think about this: What business services from IT will perhaps offer me new process performances and thus a benefit for the customers? This aims more at the effectiveness side. The second point has more to do with the consistent implementation of individual processes from customer to customer, i.e. from the inquiry until he finally receives his product, using business service management. This aims much more at the efficiency element. Then I have higher added value internally. 

DMR: What are the major requirements for this?

L. Brecht: You need a strict methodology. A methodology which enables you to derive your processes from the corporate strategy in specific procedural models by using specific tools, and to use the technology or business service management in such a way that it becomes an enabler.