Ep. 67: "The COE Lead: Strategic Patience and the Long Game of Process Excellence"

In this episode, Russell and Caspar continue their BPM roles series by shifting focus from implementation to steady-state operations, examining the role of the COE (Center of Excellence) lead or head of process excellence. They explore how this role differs fundamentally from the BPM program manager, requiring a shift from project-focused execution to long-term organizational influence and credibility building. The discussion reveals the paradox at the heart of this role: building a COE that people actually come to for help rather than view as a compliance burden takes years of demonstrating value and earning trust. The hosts examine whether successful program managers can successfully transition to COE leadership, given the dramatically different mindset required—from short-term project delivery to strategic patience and sustained organizational change. Through candid conversation, they debate whether the COE lead role becomes dispensable once process management is fully embedded in organizational culture and career paths. The episode explores the critical importance of this role during disruption—when new technologies, market changes, or strategic shifts challenge established process management practices. They discuss how the COE lead must balance maintaining steady-state operations with preparing for and responding to transformative changes. This is valuable listening for anyone building or leading a process management function beyond the initial implementation phase.

5 Key Takeaways:

1. Strategic Patience Over Project Speed: The COE lead requires fundamentally different character traits than a program manager—shifting from time-and-budget focused execution to years-long credibility building and organizational influence that creates lasting process discipline.

2. Building Trust Takes Years: Creating a Center of Excellence that people actually come to for help, rather than viewing as a compliance function, requires consistent demonstration of value, gravitas, and persistence—this cannot be rushed or mandated from above.

3. The Long Game Mindset: Unlike program managers focused on defined deliverables and timelines, COE leads must embrace uncertainty about long-term direction while maintaining momentum—similar to captaining a ship on a voyage with evolving destinations rather than completing a construction project.

4. Potentially Dispensable in Maturity: In truly mature organizations where process management is embedded in culture, career paths, onboarding, and daily operations, the dedicated COE lead role may become unnecessary—success means working yourself out of a centralized leadership position.

5. Essential During Disruption: The COE lead's most critical value emerges when disruption (new technology, market changes, strategic shifts) challenges established process management practices—they must regroup, reform, and provide direction when the house is burning and existing approaches no longer work.

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