Organizations are finding that the conventional approaches to managing business processes cannot handle the increasingly dynamic market pressures. Responsiveness in business operations is critical as organisations increasingly adopt disruptive technologies (such as Cloud, Social, Mobility, Big Data), and move from the traditional concept of customer experience to richer contextual engagement with their customers.
In this context, Greyhound Research has defined BPM (Business Process Management) to convey our perspectives on forward looking BPM concepts and strategies.
Greyhound Research view on BPM
Greyhound Research defines BPM as,
“A Management Practice for organizations to align their resources (people, information, systems), internal as well as external, in a systematic and continuous manner, in order to achieve adaptive and responsive business operations to deliver customer value. In essence, BPM is a strategic competency for enterprise performance and agility.”
We choose the term “Practice” over “Discipline” because it requires attainment of BPM maturity as integral to the organizational fabric – a combination of structure, processes, systems, methodology, best practices, and culture. BPM today lies at the intersection of various technologies (such as Workflows, Integration, Case Management, Analytics, Event Processing, Cloud, Social, Mobile, Collaboration) and successful integration, of all of these, will deliver the promise of a successful implementation.
Our ongoing conversations with key decision makers indicate that in order to be successful, a BPM implementation must ensure the organization evolves from a command-and-control-driven environment to an empowered, collaborative and intelligence-driven one.
Greyhound Research coverage areas in BPM practice include Business Process Platforms and BPM Methodology.
Business Process Platforms (BPP) – An Integrated View To BPM Technologies
Greyhound Research believes that Technology is a catalyst for BPM, not its core.
Organizations leverage Business Process Platforms (BPPs) to effectively Define, Model, Execute, Monitor, and Optimize the business processes (of various flavours), in continuous manner, in order to systematically achieve adaptive and responsive business operations.
Our ongoing conversations with key decision makers indicate that organizations are trying to manage the entire spectrum of flavours in business process - whether they are unstructured, collaborative, event-driven, case-style, decision-intensive, structured workflows, or straight-through transactions. Both the existing prominent vendors in BPM (such as Cordys, IBM, Oracle, Pegasystems, Software AG, TIBCO among others) and those from various other capabilities (such as IDS Scheer, KiSSFlow, OpenText among others) are actively evolving their portfolio to address this convergence.
Greyhound Research believes that business goals and operational responsiveness should be the key drivers for implementing BPM in any organization. The focus should be on aggregating Business Process technologies that operate in silos, on to a single Business Process Platform.
Additionally, and rather essentially, BPM Methodology plays a pivotal role in successfully managing this transition.
BPM Methodology – Adding Method To The Madness
A structured and guided approach to BPM adoption ensures the success of the strategy, which is why a well defined and coherent Methodology to BPM is crucial.
BPM methodology consists of COE (Center of Excellence) implementation models, approaches, best practices, metrics and business alignment themes along with a systematic way to leverage Business Process Platform(s).
The underlying theme of BPM methodology is embracing a culture of empowerment, innovation and collaboration while leveraging BPPs for an intelligence driven adaptive and responsive operations.
Based on our C-level engagements, Greyhound Research believes there is no single benchmark to measure and assess BPM maturity. Every organisation needs to identify the individual parameters, aligned with their business objectives, to assess the success and maturity of their BPM adoption.
Greyhound Research suggests that organizations assess their current state, and start by identifying a business area where a BPM strategy will add business value, and then implement a methodology that suits the existing organization fabric.
What’s your Standpoint?
How do you, in your organisation, deconstruct the efficiency and validity of a good BPM implementation? How do you measure its effectiveness? Do you have any experiences or best practices to share from the BPM implementation in your organisation? Any inside challenges that technology, or processes helped you overcome? Any challenges or concerns that you need addressed by the technology vendors, and BPM community at large?
Leave a comment and share with us your experience or send me an email on email@example.com.
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