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Something very strange happened on the road to the future. Process actually became an important and worthy subject of business. It didn’t always used to be this way. Back in the distant reaches of 1993 or so, the idea that business processes were important was not a widely held one. You certainly weren’t getting any face time with senior management if you tried to argue the point.
Then a couple of consultants with a need to create a profile by selling books put pen to paper, and along came Reengineering the Corporation. Life in business just hasn’t been the same since.
Since then, we’ve seen an inexorable effort to define, to document, to map and to generally improve our processes. Numerous consultants have attempted to argue that their way of representing processes by drawing boxes and arrows was new, proprietary and, most importantly, better.
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