Gartner Analyst Q&A: The BPM Value Creation Engine That Drives High-Performing Businesses

by Paul Marrero 28. January 2011 04:12

I received a newsletter from Gartner entitled "Gartner Analyst Q&A: The BPM value creation engine that drives high-performing businesses." As Gartner readies for its upcoming event, Business Process Management Summit on April 27 – 29, 2011, in Baltimore, MD, Michele Cantara, Vice President Gartner Research, had the following Questions and Answers. Here's what she had to say:

Q. What is the biggest change for BPM in the last 12 months?
A. First, BPM is no longer considered a new way to achieve business process improvement, but rather a proven approach used by leading organizations around the world. These organizations are now quite committed to BPM, and on average have done eight to nine BPM projects already. In fact, more than 50% of organizations that are doing BPM plan to increase their investment in it by more than 10% in 2011-2102.

Like any new technology, there is an adoption curve—it used to be that only leading-edge companies that were comfortable with new technology would take on BPM. Now, we’ve moved to an environment where BPM is no longer novel, but mainstream. Increasingly, people are seeing that BPM works, and produces real business results.

The other reason that BPM adoption is taking off this year and last is that the old ways that we’ve always done business and IT are not working. Those old ways assume that we can plan our solutions upfront, and that if we plan and design well enough, we will end up having appropriate solutions. The real world doesn’t work that way—the real world changes all the time. Volcanoes erupt, oil spills happen— your business needs to take everything into account, and have the ability to change very quickly.

Q. Where is BPM proving to be most valuable for organizations?
A. Transparency and accountability. They have growing importance for business. The ability to prove that you have consistently executed your processes correctly—and weren’t negligent—is in the forefront of executives’ minds. Foresight might have been impossible in the past, but now that we have BPM concepts and technologies that support process analysis and visibility, the process expectations bar has been raised. The public—and regulators—increasingly expect a certain level of due diligence, and will have lower tolerance for avoidable process failures.

Q.  Can you explain how BPM will separate the "haves" from the "have-nots?"
A. Companies that do BPM have distinct advantages—they’ve developed process-related expertise that includes the ability to model processes and use technology to manage workflow, as well as make their processes more visible. The companies that do BPM have a tighter working relationship between their business experts, and their IT counterparts work in a very collaborative, iterative fashion—as a result, they are able to react and either change or correct process problems more quickly than their counterparts who are not doing BPM. Between now and the end of 2014, process-related skills and competencies will increasingly separate the process excellence leaders from the laggards. Also, the process model is a user interface they both share; it gives them clarity and shared understanding of how the process operates and where its weaknesses are, so it accelerates innovation. It also gives business and IT a shared view of business performance in the context of business processes—the work activities of the organization.

I thought Michele made some good points. Transparency refers to an organization’s desire to expose the things in its processes. By implementing a BPM strategy, organizations can define the customer experience processes that will involve inter-departmental dependencies and provide a more efficient, positive customer experience at lower costs. These solutions involve the process from start to finish and can incorporate employee tasks, communications functions and other systems to produce efficient, structured customer focused processes. 

At CAASPRE Consulting, we put the Customer Experience at the forefront of each BPM implementation. We solve your organization's critical business issues (CBI) by providing process improvement to eliminate waste, improve communication and increase revenues by using a state-of-the-art, business process management suite (BPMS), such as AuraPortal.

Tags: , , , , ,

BPM | AuraPortal | Customer Experience

Add comment

  Country flag

  • Comment
  • Preview


Comment RSS

Blogs by Month