Improving Internal Communication With BPM and VSM
This paper outlines a structured approach to improving internal organizational communication by first analyzing existing workflows before introducing new technology. It argues that value stream mapping (VSM) provides a cross-functional view of where communication succeeds or breaks down, while business process management (BPM) and business process re-engineering (BPR) offer tools for strategically redesigning those processes. Only after this diagnostic work is complete should collaboration-based technologies be applied to automate and enhance the improved workflows. The paper draws on empirical research in production systems, IT infrastructure, and collaborative training delivery to support its recommendations.
- Introduction: Framework for improving internal communication via workflow tools
- Workflow Analysis: Value stream mapping identifies communication strengths and gaps
- Business Process Management and Re-Engineering: BPM and BPR redesign communication structure strategically
- Conclusion: Sequence analysis before automating improved processes
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What makes this paper effective
- It follows a logical sequence — diagnose workflows first, then redesign, then automate — giving the argument a clear practical rationale.
- Each recommendation is anchored to a specific peer-reviewed source, demonstrating appropriate citation discipline for an academic management paper.
- The paper avoids jargon overload by briefly defining each tool (VSM, BPM, BPR) before explaining its role in the communication improvement strategy.
Key academic technique demonstrated
The paper demonstrates tool-sequencing argumentation: rather than advocating for a single solution, it builds a staged framework where each analytical tool feeds into the next. Value stream mapping produces data that informs BPR redesign, which then sets the conditions for technology implementation. This layered reasoning is a strong model for applied management writing.
Structure breakdown
The paper opens with a thesis paragraph that names all three tools and establishes their order of use. A "Workflow Analysis" section covers VSM and BPR in detail, supported by citations. A brief conclusion synthesizes the argument and reinforces the sequencing logic. The structure is concise and functional, appropriate for a short position paper or applied management brief at the undergraduate level.
Introduction
The place to start in defining a more effective internal communication system is in the processes, procedures, and workflows employees use to complete their jobs. Studying the processes first, identifying their potential areas of improvement, and then overlaying technologies is the best possible approach to enabling greater levels of communication. The tools used for this purpose are value stream mapping (Chen, Li, and Shady 1069), business process management and re-engineering techniques (Ramirez, Melville, and Lawler 417), and the application of collaboration-based technologies to enable greater information and knowledge sharing (Toms 394).
Workflow Analysis
Taking each of the dominant workflows a company relies on for its daily functioning and then defining the value each step delivers to the overall operation is a critical first step toward understanding where communication is and is not happening. Value stream mapping is a technique for accomplishing this level of analysis in an organization, and it can provide useful insights into how to improve communication and collaboration (Chen, Li, and Shady 1069). Value stream mapping also moves beyond the barriers of functional departments and concentrates more on the strategies being accomplished and how process workflows can be made more effective in goal attainment.
The value stream mapping approaches and strategies included in this area of study can also define how to make interactions with suppliers, customers, and service organizations more effective (Chen, Li, and Shady 1069). This approach can provide a strategic overview of how best to manage change in an organization, as value stream mapping will quickly show where communication is breaking down and where it is particularly strong. It is therefore an invaluable tool for analyzing how to improve internal communication systems, processes, and procedures.
References
Chen, J., Y. Li, and B. Shady. "From Value Stream Mapping toward a Lean/Sigma Continuous Improvement Process: An Industrial Case Study." International Journal of Production Research 48.4 (2010): 1069.
Ramirez, R., N. Melville, and E. Lawler. "Information Technology Infrastructure, Organizational Process Redesign, and Business Value: An Empirical Analysis." Decision Support Systems 49.4 (2010): 417.
Toms, Jeff. "Improving Delivery and Content through Technology and Collaboration." Industrial and Commercial Training 42.7 (2010): 394.
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