Potential pitfalls on the road to a process‐managed organization (PMO), part 2: A road too much traveled

In the second part of our article, we examine the potential pitfalls in the process‐managed organization (PMO) and describe the “type of journey that will lead to success.” Most setbacks for a PMO are results of discrepancies found in the underlying foundation; typically the process identification is most likely to be the cause. Processes in organizations do not manage themselves—a cross silo organizational system is required to operate the organization for optimal efficiency.