A product and a practice – taking BPM to the next level, Part 2
How would things be different if those processes we automate, put in executable models, use document management behind, support with knowledge management, apply security to, and so on had an obvious and easy to understand direct connection to delivering on our customer value proposition? It’s enough to gain the undivided attention of even the most advanced organizations.
Interestingly enough, this is not process reengineering. It is process alignment and process optimization to dramatically improve efficiency and quality. It is the use of those things that already serve our real purpose, the elimination of those that do not, and the refinement of those that are just plain off the mark to some degree.
And with the clarity of purpose, actionable metrics, and documented process experience in our hands from these new activities; the use of supporting technology suddenly jumps up in value – often way up. It’s interesting for me to note that given this basic information created by these additional BPM functions the resulting use of technology becomes a streamlined activity with far faster implementation and greater results from the technology people already in place supporting the business. It leverages their skills in a way we have not seen before.
How far does this go in truly bridging the gap between the business and IT? Consider for example a top tier retail consulting group exposed to the practice side of this new level in BPM. When presenting key elements of this BPM activity to the COO, not only was the value obvious but in the first meeting the COO identified the value to using this new BPM on every internal process in the business as well!
When was the last time you saw a COO directly involved in a BPM initiative?
Another example is a UK-based mid-market HR consulting and software firm. What happened when they starting using this BPM approach in the practice with their clients? Would you be shocked to now that in 6 months business spiked dramatically, specifically in relationship to the level of value creation and how simple the proposed action plan was for the client (from the business side) to immediately now that they needed to take the recommendations - because the value was so obvious there was simply no need to debate or justify? When was the last time you saw that happen?
The techniques are perfected and the roadmap validated with clients like the consulting company mentioned above, one of the largest media conglomerates in the nation, and one of the top insurance companies globally. It makes sense, it creates value, it is a critical level of differentiation, and it makes clients very, very happy.
I will be working with at least one company on the software, services or both sides of the coin in this new level of BPM to help them become the world leader in high value creation BPM.
Is this something we should talk about?
Interestingly enough, this is not process reengineering. It is process alignment and process optimization to dramatically improve efficiency and quality. It is the use of those things that already serve our real purpose, the elimination of those that do not, and the refinement of those that are just plain off the mark to some degree.
And with the clarity of purpose, actionable metrics, and documented process experience in our hands from these new activities; the use of supporting technology suddenly jumps up in value – often way up. It’s interesting for me to note that given this basic information created by these additional BPM functions the resulting use of technology becomes a streamlined activity with far faster implementation and greater results from the technology people already in place supporting the business. It leverages their skills in a way we have not seen before.
How far does this go in truly bridging the gap between the business and IT? Consider for example a top tier retail consulting group exposed to the practice side of this new level in BPM. When presenting key elements of this BPM activity to the COO, not only was the value obvious but in the first meeting the COO identified the value to using this new BPM on every internal process in the business as well!
When was the last time you saw a COO directly involved in a BPM initiative?
Another example is a UK-based mid-market HR consulting and software firm. What happened when they starting using this BPM approach in the practice with their clients? Would you be shocked to now that in 6 months business spiked dramatically, specifically in relationship to the level of value creation and how simple the proposed action plan was for the client (from the business side) to immediately now that they needed to take the recommendations - because the value was so obvious there was simply no need to debate or justify? When was the last time you saw that happen?
The techniques are perfected and the roadmap validated with clients like the consulting company mentioned above, one of the largest media conglomerates in the nation, and one of the top insurance companies globally. It makes sense, it creates value, it is a critical level of differentiation, and it makes clients very, very happy.
I will be working with at least one company on the software, services or both sides of the coin in this new level of BPM to help them become the world leader in high value creation BPM.
Is this something we should talk about?
Labels: BPM, customer satisfaction, process, value creation
posted by Terry Schurter at
9:54 AM
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