Leading companies are integrating and optimizing end-to-end business processes and crossing traditional IT system boundaries within organizations. In addition to requiring a good integration strategy, this trend forces companies to adopt process orientation and explore BPM as a technology to orchestrate, optimize and increase flexibility.

Brett Champlin is an internal Process Consultant who leads business and IT process redesign projects. He led the development of an enterprise process model repository and the selection of the enterprise process modeling, analysis and design tools.

Every new wave of industrial and information technology has brought prognostications about what it would mean to the workplace. Usually, these predictions are either wildly utopian, claiming universal application, or dystopian, warning of dire consequences. Typically, neither extreme comes to pass.

What do GE, JetBlue Airways, Progressive Insurance, Amazon and the Virgin Group have in common? By making deep structural changes–made possible by business process innovation–these companies have transformed the very ways they operate their businesses, changing the game in their industries. Indeed, there’s a new breed of fierce competitors on the block ready to engage your company in extreme competition. Are you ready?

Why is it that, given two companies with approximately the same capital assets and same number of skilled employees, one struggles and the other grows profits?

The Goddard Space Flight Center at NASA uses more than $525 million of technical and administrative accountable government property in the performance of its mission.

Organizations typically undertake periodic process improvement that are focused on specific business processes and may or may not align with the business strategy. In order to realize all the benefits of sometimes disparate BPM efforts, there needs to be an ongoing, organization-wide effort to assess and measure the results and continue to use the successful implementations. A process portfolio is the answer.

Bob Curtice is Vice President of Performance Improvement Associates. He was previously Vice President of Arthur D. Little, Inc.

This presentation is a case study on how a self- administered, self-insured non-profit was able to solve an archaic paperwork document problem by placing the Fund’s workflow under the control of BPM software and replacing paper folders with electronic folders and digital images of member correspondence and other documents. Smith discusses why the Fund turned to a BPM solution and how an imaging and retrieval system was integrated into its processes. Smith offered insights into the benefits the Fund experienced since implementation.