The process of relocating to a new city can be complex. Attend this round table to learn how SIRVA uses BPM to simplify the relocation experience for individual consumers and about half the Fortune 500.
Join Erik Keller of SIRVA, as he will discuss their corporate initiative to drive improvement and change in the business.
BPM has evolved past the hype by delivering impressive business results. See how companies have solved business problems quickly through their BPM platform, and how some companies are pushing the envelope by taking BPM to the enterprise level.
Over the past 12 months, we reviewed 11 leading BPM Suites using a common analytical framework, and published the results using a common outline as The BPMS Report series, available for free from BPMInstitute.org. Based on that research, we now offer a comparative scoring of these offerings. Each BPM Suite was rated for both human-centric and integration-centric processes, and the human-centric evaluation was further broken out into two subclasses, production workflow and case management.
We all know how processes typically emerge in an organization. They start in one area or department and are designed to solve a specific problem. We call this the functional-centric process model; it’s characterized by transactional processes being structured, managed, and measured via the functional or departmental unit. While this model addresses an immediate, department-level requirement, in the long run it can create a much bigger mess at the corporate level.
Business Decisions are the missing link joining BPM and SOA to Business Rules. The Round Table explores strategies for maximizing ROI for operational business decisions and BPM/BDM projects. It discusses the benefits attained and agility gained when organizations externalize and manage Decisions and Business Rules.
This round table is now available on-demand.
Competitive pressures, poor investment returns, substantial claims payouts, demanding customers and independent agents, new regulatory challenges and complicated processes have led to increased complexity in insurance operations. Insurance professionals must be flexible and move quickly to respond to the conditions in their industry and achieve the three strategic objectives necessary to thrive: delivering new services, increasing customer loyalty and achieving a lower cost structure.
This pre-conference session will provide an in-depth view of newer manufacturing management initiatives including CPFR®, lean manufacturing, demand driven manufacturing, collaborative manufacturing, the digital enterprise and optimized regulatory compliance. The instructor will then show how BPM can be used to most effectively meet the objectives of these initiatives by connecting information resources across the plant, the enterprise and the value chain. This program will give you the ability to identify opportunities and implement tools that address real business issues and ente
Keeping customers, attracting new customers, rapidly delivering new products, providing consistent service through multiple channels (branch office, internet, ATM, telephone) and meeting regulatory requirements is a daunting pursuit of retail bankers. This demanding proposition requires the continual development of a portfolio differentiated financial services, which requires a significant investment in transforming IT.
Retailers exist in one of the most competitive environments in all of business. Customer taste and demand changes quickly, and leading retailers stay ahead of demand in order to survive. Keeping customers and eliciting customer loyalty is also an elusive pursuit.
The challenges are more than the relatively simple matter of getting customers what they want, where and when they want it. Retailers must be keenly aware of future demand, and be ultimately anticipatory in meeting it.
Organizations that have call centers including help desks, outbound/inbound call centers or customer service desks are increasingly using Business Process Management (BPM), Portal and Web 2.0 technologies to differentiate the service they provide and make their operations more efficient.
But where is the low-hanging fruit?