Savvion’s award winning Business Process Management system, Savvion BusinessManager™, enables organizations to automate and manage critical business processes by integrating the people and systems that execute those processes. From supply-chain to service management, help desk and employee self-service applications, Savvion’s unique lifecycle approach to process enables business and IT to collaborative to deploy process improvement initiatives in less than 90 days while delivering a 200% – 300% return on investment.
Organizations around the world are increasingly recognizing the importance of their key business processes. More and more of the organizations are raising their interest to the Board Room. With this greater visibility Executive Management is coming to understand the nature of BP Frameworks based on Business Value Analysis. Mr. Orr will discuss how various enterprises around the world are dealing with these issues.
Contributed by: Andrew Spanyi, Faculty Member, DBizInstitute.org and Managing Director, Spanyi International
By: Andrew Spanyi, Managing Director, Spanyi International
By: Bruce Silver, Independent BPMS Industry Analyst
From its earliest beginnings back in the 1980s, process automation technology has always emphasized the notion of “rules-based” logic. Meanwhile, in parallel, a completely independent technology evolved for the enforcement and management of business rules, primarily for decision support. While many BPMS vendors have shamelessly promoted their own process models as examples of “business rules,” process engines and business rule engines – and their respective notions of rules – are actually very different.
Forward-looking organizations realize that BPM-based SOX compliance solutions will not only meet their initial regulatory needs, but also provide the long-term framework for strategic risk management and process control. Creating compliance "Inside" business process controls enables an organization to go beyond documenting and evaluating SOX controls to actually remediating deficient controls and enforcing them within their business processes.
By: Jon Huntress, Special Events Correspondent, BPM Institute
The $20 Billion Dow Chemical Company merged with the $6.5 Billion Union Carbide Corporation in 2000. The combined company had to merge thousands of operations worldwide in a short time. Stephen Graham was in charge of the merged supply chains. He analyzed the work processes, sub-processes and associated activities so the merger would work from the first day.
Dow Chemical used the "Most Effective Technology" (MET) concept, with alignment to the business strategy, the metrics, and the organization.
Graham pointed out that over 60% of mergers and acquisitions fail to create value.
The presentation will review the business problems involved in merging two large Global Supply Chains. The coverage will include the background and overall organization approach at a corporate level, the implications to the Supply Chain processes and how work process methods were used to manage the Day one of operations and the subsequent implementation of work process and ERP system for the merged company.
What if you could set your business goals for customer interaction and have your systems automatically meet those goals by driving the process for the right customer at the right time? What if your business processes weren’t focused on specific departments or channels, but were truly customer-centric and bridged your entire enterprise? And, what if you could introduce new products, services, and operational procedures within weeks instead of months? The result? The ability to transform your customer service operation and achieve quantum leaps in retention, productivity, and growth.
By: Colin Snow, Vice President Research Director, Ventana Research
Business Process Management (BPM) technology continues to grow and mature. Yet the breadth and complexity of business processes seems to be expanding at an even faster pace.
Driven by massive reductions of transaction costs, a new generation of business redesign possibilities is being exploited by businesses to gain competitive advantage.
Firms today are bombarded with messages from financial analytics vendors, BI vendors, and ERP vendors about business performance management (BPM). Concurrently, there is a market "buzz" around business activity monitoring and business process management that further adds to the confusion and firms are often stymied as to what their next steps should be. BPM is a business process enabled through a set of integrated analytical applications that provide closed-loop metrics, planning and reporting.