9 factors for minimizing the cost of a successful BPM investment
One of the first steps to BPM success is to communicate an accurate business case. While the benefits to the business are often clear, what are the most common factors that drive the total cost of your BPM program?
This ‘Building the BPM Business Case’ whitepaper distils the learnings from leading BPM implementations to provide a must-read guide for those of you evaluating BPM solutions.
Download the 'Building the BPM business case' whitepaper and discover:
- 9 factors to consider for ROI optimization
- Key questions to ask BPM vendors
- Total Cost of Ownership checklists
In this white paper, we’ll demonstrate how BPM can transform CX and provide the following benefits for your business:
BPM is an essential element of improving your Customer Experience. Find out how
- Streamlined, optimized customer processes
- Consistent experience
- Management visibility
- Tracking and improvement
- Faster, higher quality service
- Compliance with regulations and reduced risk
- Better collaboration between business units
- Ability to react to Business Moments and Changes.
Examining the profile, skills and compensation of BPM professionals around the world.
The 2015 salary survey of BPM Professionals represents the first such survey by BPMInstitute.org and as such will form the baseline for future research in this area. The objective was to examine the profile, skills, and compensation of BPM professionals around the world. This research examines factors such as age, gender, education, job satisfaction, salary and bonus, certification, background, and other characteristics.
Respondents from USA, Canada, Europe, Asia, Middle East and Mexico provide a truly global flavor to the survey. On an international basis, nearly 70% of respondents were male and 30% were female and 57% of respondents were between the ages of 26 and 45. 61% of respondents were employed in organizations with annual revenues greater than $50 million per annum.
Business process management (BPM) needs can vary widely, from top-down business transformation initiatives to smart process applications to enterprise resource planning, marketing, social and more. With this breadth and depth of reach, BPM - and BPA, business process automation - are more than a couple of buzzwords, they are absolutely mission critical.
To get the most out of a BPM or BPA solution, organizations need to select platforms that are quick to deploy, agile once in service and show measurable value over time.
There are plenty of offerings on the market today, but, how do you compare them when they offer such varying capabilities?
We've created a resource to help you efficiently compare BPM and BPA solutions by identifying the most important considerations.
BPM suites add value but are often monolithic systems that take a high level of knowledge and training to implement and use, causing upfront disruption that can adversely affect the business. This also makes these systems slow to make an impact and difficult to use for one-off needs – creating challenges for companies that need quick results.
Organizations need agile platforms that are faster to market and provide deeper value. To this end, business process application suites provide flexible solutions that support your full range of BPM needs, including top-down initiatives, smart process applications, and the need for rapid app development platforms that can be used by IT and business users alike.
Quality processes are central to the success of any large organization, and all business units should play by the same rules. While this is certainly true, each department is bound to have unique requirements which is why a one-size-fits-all approach to business processes doesn't work. This white paper uses the example of one department that typically considers itself the exception to business process standardization, the legal department. Readers will learn how solid business processes enabled this department to improve its work involving customer transactions and its effort to make business units more successful.
Generali PPF Holding embarked on an organization-wide business transformation to significantly boost productivity and efficiency in the area of Corporate Risks underwriting. Discover Generali’s BPM journey in this case study.
To cope with growing organizational demands, Generali PPF Holdings saw a need to implement a robust solution provided by the Bizagi BPM Suite to sustain a wide range of key business requirements for corporate risks insurance underwriting and policy administration processes.
BPM programs live or die on the success of the pilot project, which in turn depends on choosing the right first process. Since BPM initiatives involve deep cultural changes, the pilot project has to deliver results that are:
- Quick: to gain management approval for wider rollout
- Measurable: to justify further investments
- Contagious: to trigger widespread user adoption
- Extensible: to enable the benefits to be felt across teams, departments and processes.
This whitepaper provides guidance on selecting the optimal business process (or group of processes) for a BPM pilot project. By taking this approach, project owners can be confident of a low-risk BPM initiative that generates sufficient momentum to kick off a successful companywide BPM program.
We live in a continuously changing business environment, which moves ever-closer to a more-connected digital world. Successful organizations need to be proactive and adjust quickly. Therefore an increasing number of organizations establish a Business Process Management Discipline (BPM-Discipline(tm)) in order to move their strategy into execution at pace with certainty. As any other management discipline, the BPM-Discipline is established through the appropriate business process, the process of process management. This new process is led through an emerging top management role, the Chief Process Officer (CPO). The CPO manages the process of process management in a way that it creates value by executing the business strategy across organizational boundaries, like departments or divisions. The CPO is the "value scout" of the organization.
While many, most, organizations know they need to focus on business processes, a matching focus on operational decisions is less common. The effective combination of Business Process Management (BPM) with Business Decision Management (BDM) is emerging as a critical element in successful organizations.
The Intersection of Process and Decision
Business Process Management is well established in organizations of every size. Many, most, organizations identify, document, model, automate and manage their business processes. Many of these organizations have adopted a technology stack, a Business Process Management System, to support their BPM work. Despite the importance of operational decisions, most do not yet similarly manage business decisions. This is changing as more organizations adopt Business Decision Management as well as Business Process Management so they can work at the intersection.