Resources in Business Process Management (BPM)

Here you will find a mix of articles, white papers, webcasts, archived presentations and more covering the topic of BPM and its sub-topics.

Displaying 41 - 50 of 1542 resources matching your criteria.

Digital Business Adoption Research Report

The Digital Business Adoption Report, a members-only research report, represents the first survey by DBizInstitute.org and as such will form the baseline for future research in this area. The objective was to examine who and what is driving Digital Business Adoption as well as the expected benefits, enabling technologies and required skills for practitioners around the world. Login or join today to get your copy. In the twelve-page report you will learn:

Who is Driving Digital
What is Driving Digital
What are the Prerequisites
Fundamentals for Digital
Skills for Digital
Skills Gap

Respondents from USA, Canada, Europe, Asia and Middle East provide a global flavor to the survey.

Creating Agility and Operational Efficiency with Decision Modeling

Contributed by:James Taylor, Faculty Member, BPMInstitute.org and CEO and Principal Consultant, Decision Management Solutions

Decision modeling is designed to bridge the gap between business processes and the key decision-making technologies needed to transform traditional processes with digital decisioning, which typically includes both business rules management systems (BRMS) and predictive analytics. Here we’re using the term “predictive analytics” in its broadest sense, including artificial intelligence and machine learning technologies.

Decision modeling delivers the agility and operational efficiency required for a real-time customer experience while assuring the highest levels of consistency, compliance and risk management.

Why Model Decisions?

Where to Start with Process Improvement in a New Organization

Contributed by:David Hamme, Managing Director, Ephesus Consulting

Most of us have found ourselves in the situation where we are assigned to oversee a function or department new to us. Without knowing what we’ve inherited, the honeymoon period kicks off – those critical ninety or so days where we have to demonstrate that the hiring manager made the right decision. During this time, we meet with our direct reports, talk with customers, watch how things are getting done, and diligently investigate areas identified by our boss. But true progress is somewhat elusive – we just don’t really know where to dig in. Not knowing where to focus their energy, many new managers hammer down on the administrative side of the job. Unfortunately, they quickly lose the ability to see with fresh eyes the reality of the situation. They get sucked into the void of the status quo.

The Role of Operations in Strategy

Contributed by:Andrew Campbell, Mr, Ashridge Executive Education

I recently enjoyed an article by Kevin Laczkowski and colleagues at McKinsey titled "Seeing your way to better strategy". It argued for four lenses to help you "see your way" forward - Financial, Market, Competitor and Operating Model. The thought behind these lenses is that, by doing some focused thinking around each lens, you will develop better strategy.

Robotic Process Automation within your Organization

Contributed by:Frank Teti, Digital Advisor / Manager, Capgemini Invent

Whether you are into BPM on a full-time basis or a general technologist, it is hard to not be seriously considering RPA or RDA (Robotic Desktop Automation) in the mix of any business solution you are working on lately. For Pegasystems specialist, you may have been introduced to RPA by their fairly recent acquisition of OpenSpan (now Pega Robotics). Pegasystems is rapidly assimilating the RPA into their BPM platform (PRPC 7.4). Although, integration with BPM is a good feature, in the industry RPA is platform agnostic and considered a platform in and of itself.

I have seen some organizations establish entire reporting units dedicated to RPA, even with a well-established BPM practice already in place. In discussions with technology leads, some seem to have a hard time enunciating how RPA fits into the overall architecture, this will be mitigated once there are enough RPA implementations and associated case studies disseminated.

Accelerate Digital Transformation with Process Management

Contributed by:Andrew Spanyi, Faculty Member, DBizInstitute.org and Managing Director, Spanyi International

EDITORS NOTE: DBizInstitute.org is conducting a Digital Business Adoption survey. Please take a few moments to answer the survey and contribute to this important research.

Approaching Microservices with Decisions and Standards

Contributed by:Brian Stucky, Managing Director, Business Decision Management, Allegiance Advisory Group

The mortgage industry – like most others looking to FinTech – have been exploring a variety of emerging technologies. All the usual suspects are included: artificial intelligence, machine learning, robotic process automation, blockchain, etc. Surprisingly, the exploration of APIs and microservices has been at the top of the list for many. Coming from a technical background I was somewhat surprised to hear these brought up. However, it became increasingly clear how important this concept truly is to the industry.

Comparing Agile with Cross-Functional Project Teams

Contributed by:Andrew Campbell, Mr, Ashridge Executive Education

For some time now, since a conference I ran in July on Agile and New Forms of Organization, I have been trying to get clear in my mind what the difference is between an “agile team” and a “cross-functional team”. Also, I recently participated in a cross-functional team looking at ways to improve the performance of corporate functions.

Cross-functional teams have been a feature of organisation since the 1960s, when Boeing first developed a new aeroplane using a multi-functional approach. This successful experience was documented by Jay Galbraith, who called it a “matrix structure”. It was the first documented use of matrix organisation ideas: in Boeing’s case a function/project matrix. At various points in time since then, cross-functional teams have been much written about and much used.

So what is new/different about Agile compared to cross-functional teams? Here is my list

Agile Processes and How They Work in Content Marketing

Contributed by:Daniela McVicker, Daniela McVicker, Educate Tips

Content marketing is all about producing quality content and making it reach your target audience. It’s a sort of strategically planned content development which is supposed to lead to profitable actions by the customers. The traditional “heads-down” content production is how things were done before Agile. Now, Agile is bringing in some serious changes.

When we’re talking about Agile marketing, we’re talking about innovation. It represents a non-traditional approach to work organization and structure, which makes room for positive changes and better workflow. In order for you to understand how going Agile works in content marketing, we’ve prepared useful facts and explanations. Let’s take a look.

The Development of Agile

Changing the Organizational Leadership DNA to Support a Digital Business

Contributed by:Samantha BureauJohnson, VP, PMO and BPE, BCBSNC

“You can change everything about your business by changing your thinking about your business” – Zig Ziglar

Every day, I get up inspired and passionate about the opportunities in front of our company, to “Improve the health and well-being of our customers and communities”. This is our rallying call, our lifeblood, and our purpose that fuels our passion. This is the WHAT we are here to do, as we serve our State, as a Health Insurer with a mission and vision of service.

Being clear in the WHAT, with a strong mission, vision and strategy, is an important foundation. Equally important is the HOW we are going to get there. I have the privilege of leading the teams that serve as the Enterprise Business Strategy Activation arm and several change initiatives that are shifting how we think about the business.