Every new wave of industrial and information technology has brought prognostications about what it would mean to the workplace. Usually, these predictions are either wildly utopian, claiming universal application, or dystopian, warning of dire consequences. Typically, neither extreme comes to pass.
Businesses today are trying to be more effective in their operations to optimize results. Though ERP systems have automated transactions, organizations still cannot manage themselves. Measuring and monitoring from a business process context is essential to manage operational performance and the framework for developing a process-centric view for measurement of an organization is an essential step to maximizing operational performance. Business intelligence and business process management technologies are converging to support new capabilities.
What do GE, JetBlue Airways, Progressive Insurance, Amazon and the Virgin Group have in common? By making deep structural changes–made possible by business process innovation–these companies have transformed the very ways they operate their businesses, changing the game in their industries. Indeed, there’s a new breed of fierce competitors on the block ready to engage your company in extreme competition. Are you ready?
Why is it that, given two companies with approximately the same capital assets and same number of skilled employees, one struggles and the other grows profits?
The Goddard Space Flight Center at NASA uses more than $525 million of technical and administrative accountable government property in the performance of its mission.
Change isn’t easy. It’s not something most of us seek out. But for any company who intends to remain healthy and competitive in an increasingly global and electronic marketplace, change is continual and necessary. Market downturn or other external factors may force us to become more efficient at what we do. Other times the need for change comes from within – a response to new product or service offerings, system enhancements or reorganizations, for example.
“As the business grows, it gets increasingly difficult to know what is going on
Taking BPM applications to the next level involves more than buying a good BPM solution. The technology is important, but two things will make or break a BPM deployment. The first is creating customer value through the company’s enterprise-wide business processes and the second is understanding and managing the processes at the organizational and actual process activity level. To accomplish these the mindset of the whole organization must change.
Andrew Spanyi is the managing director of Spanyi International, a consulting and training company that operates in the field of organization and process design. He has worked with executive teams at global organizations assisting them to change the way they think about their business. He is the author of ‘Business Process Management is a Team Sport, Play It to Win!’
Organizations typically undertake periodic process improvement that are focused on specific business processes and may or may not align with the business strategy. In order to realize all the benefits of sometimes disparate BPM efforts, there needs to be an ongoing, organization-wide effort to assess and measure the results and continue to use the successful implementations. A process portfolio is the answer.
Bob Curtice is Vice President of Performance Improvement Associates. He was previously Vice President of Arthur D. Little, Inc.
In the BPM world, like the world in general, standards are like motherhood and apple pie. Vendors and buyers alike are vociferous in their support. After all, standards reduce the costs of vendor lock-in, simplify training and support, reduce risk of vendor failure, facilitate component integration and reuse, support interoperability of systems and processes, expand the choice of compatible technology, and promote agility in a changing world.
Businesses today are confined by budget and time more than ever, which in turn affects the projects that are approved. IT and business organizations must review each project to ensure that it will provide value to the overall business to attain business objectives.
Barbara von Halle is the founder of Knowledge Partners, a company specializing in business rule services. Her most recent book, “Business Rules Applied” is the first book to contain a systematic approach for delivering business rules systems. It was a finalist in the 2002 Jolt Awards from Software Development Magazine.
Everyone starts here.
You're looking for a way to improve your process improvement skills, but you're not sure where to start.
Earning your Business Process Management Specialist (BPMS) Certificate will give you the competitive advantage you need in today's world. Our courses help you deliver faster and makes projects easier.
Your skills will include building hierarchical process models, using tools to analyze and assess process performance, defining critical process metrics, using best practice principles to redesign processes, developing process improvement project plans, building a center of excellence, and establishing process governance.
The BPMS Certificate is the perfect way to show employers that you are serious about business process management. With in-depth knowledge of process improvement and management, you'll be able to take your business career to the next level.
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