Digital Business (DBiz)

Business Process Automation RFI

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.

Want to Supercharge Innovation? Map your Customer’s Processes!

Remember when you had to purchase your music via cd’s, records, or cassettes at brick and mortar record stores? Prior to the iPod’s arrival, there was always a delay between the intent to purchase the songs we wanted and the time when we could actually enjoy them. The delay was either the travel time to and from a store to buy the album or the time waiting for an order placed online to arrive from the post office. There definitely wasn’t instant gratification in the process. The purchasing channels were rigid – requiring us to buy in increments of albums instead of choosing the exact songs we wanted. But there wasn’t an outcry from consumers. We learned to live with the shortcomings of the process. But then came revolutionary change.

Process, Outcomes and Metrics

Recently there was a discussion among various BPM experts about process, outcomes, and Deming [http://bpm.com/bpm-today/in-the-forum/is-it-still-true-we-should-work-on-our-process,-not-the-outcome-of-our-processes] that has me questioning the different ways business process professionals think currently about process improvement. My position in the discussion was that focusing on process and outcome simultaneously was necessary. Further, it was my contention that the statistical process control methodology Deming advocated assumed that customer satisfaction would always increase in parallel with improvements in quality.

General Motors discovered in the 80’s with the leather seats in its Cadillac line of automobiles that increases in quality do not necessarily equate to raised levels of customer satisfaction. This discovery led to conversations about rising customer expectations, especially during the 90’s.

Before Launching Government Transformation, Establish a Culture of Innovation

“All employees must be directly involved, learning about innovation. And they must have direct experience with it. New governance gets managers more involved in the decision making…. Only when innovators operate with the credibility of leaders will innovation become a productive part of the everyday business.” Craig Wynett, a key driver of P&G's pre-eminence in innovation

BPM Outlook: Gartner Outlines 2015 Trends

Digital Business: From Process Improvement to Driving Big Change

Facing continual digital disruption, companies are rethinking their business models and reinventing their processes to transform business operations for the digital age.

Traditional BPM has driven tremendous efficiencies and cost reductions. Now the challenge is to apply BPM to drive growth.
Key challenges are:

Webcast Date: 
Tue, 11/18/2014 - 13:00

Evolving From Human-Centric to Social-Centric BPM

The need for evolution from Human BPM to Social BPM

With the significant cultural revolution brought about by social media resulting in a new set of social capabilities, enterprises are discovering value in collaboration and engagement of process users in the BPM execution environments. By traditional definition, human-centric business process management is an approach to BPM that focuses on human activities and human interventions in business processes, and supports them with automated functions 1. The emphasis was on operational efficiency, process visibility and control with business agility. Now, the adoption of social models and opportunities for collaboration are extending the traditional boundaries of human-centric BPM systems.  There are many dimensions that necessitate this change in outlook.

Customer Experience Measurement

An increasing number of organizations are monitoring the “Net Promoter Score” or NPS metric.  While NPS can help an organization get a sense of where it stands with its customers, measuring NPS – by itself – is no guarantee of improved success in performing for customers.  However a process based approach to measuring, modeling, and improving customers’ experience can produce significant results.

Enhancing the Value of Your Government Transformation Road Map

All you need is the plan, the road map, and the courage to press on to your destination.” – Earl Nightingale

If you are a government program or project manager, let’s say in the IT solutions (or services) delivery business, you’re probably devoting a lot of thought to the long term view of how you plan to deliver on the promise of your product(s), solution(s), or services(s) – even as you grapple with the day-to-day challenges, risks, and issues that inevitably arise to frustrate your best laid plans. I suspect that you’re also maintaining some form of a road map for each of your projects, to highlight the many intermediate goals that need to be accomplished along the way – perhaps feeling frustrated at times by the need to maintain all that information on a single, fairly intuitive page.

Five Steps to a Data Driven Organization

Big Data is all the rage, but how should we use it, and how does it relate to process improvement and BPM?

Big Data is really just a new category of data, but one that has gotten a lot of buzz because it

  • is a catchy term
  • casts a wider net – out to external customers, potential buyers, suppliers, other networks in the general market place
  • requires more sophisticated methods of gathering, modeling, and analyzing the data

So add Big Data to your organizational tools, but make it an integral part of a data-driven organization.

Foundational Principles
The two critical underlying questions before any organization starts gathering Big Data or data of any kind is: 

Gartner Outlines Transition to Digital Business

Digital business promises to be a massive disruption to all industries. Practitioners will need to reinvent core operational processes for the digital industrial economy. What are the forces driving digital business disruption? How do you deal with digital business? Janelle Hill shares Gartner's perspective on Process Reinvention, steps that practitioners should take to capitalize on Digital Business and Business Moments and a sneak preview of major themes that will be a part of Gartner's BPM Summits in 2014.

Attend this webcast to learn:

Webcast Date: 
Sun, 03/09/2014 - 13:00
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