Examining the profile, skills and compensation of BPM professionals around the world.

The 2015 BPM salary survey of BPM Professionals represents the first such survey by BPMInstitute.org and as such will form the baseline for future research in this area. The objective was to examine the profile, skills, and compensation of BPM professionals around the world. This research examines factors such as age, gender, education, job satisfaction, salary and bonus, certification, background, and other characteristics.

Respondents from USA, Canada, Europe, Asia, Middle East and Mexico provide a truly global flavor to the survey. On an international basis, nearly 70% of respondents were male and 30% were female and 57% of respondents were between the ages of 26 and 45. 61% of respondents were employed in organizations with annual revenues greater than $50 million per annum.

Includes:

BPM suites add value but are often monolithic systems that take a high level of knowledge and training to implement and use, causing upfront disruption that can adversely affect the business. This also makes these systems slow to make an impact and difficult to use for one-off needs – creating challenges for companies that need quick results.

Organizations need agile platforms that are faster to market and provide deeper value. To this end, business process application suites provide flexible solutions that support your full range of BPM needs, including top-down initiatives, smart process applications, and the need for rapid app development platforms that can be used by IT and business users alike.

Quality processes are central to the success of any large organization, and all business units should play by the same rules. While this is certainly true, each department is bound to have unique requirements which is why a one-size-fits-all approach to business processes doesn’t work. This white paper uses the example of one department that typically considers itself the exception to business process standardization, the legal department. Readers will learn how solid business processes enabled this department to improve its work involving customer transactions and its effort to make business units more successful.

Generali PPF Holding embarked on an organization-wide business transformation to significantly boost productivity and efficiency in the area of Corporate Risks underwriting. Discover Generali’s BPM journey in this case study.

To cope with growing organizational demands, Generali PPF Holdings saw a need to implement a robust solution provided by the Bizagi BPM Suite to sustain a wide range of key business requirements for corporate risks insurance underwriting and policy administration processes.

BPM programs live or die on the success of the pilot project, which in turn depends on choosing the right first process. Since BPM initiatives involve deep cultural changes, the pilot project has to deliver results that are:

• Quick: to gain management approval for wider rollout
• Measurable: to justify further investments
• Contagious: to trigger widespread user adoption
• Extensible: to enable the benefits to be felt across teams, departments and processes.

This whitepaper provides guidance on selecting the optimal business process (or group of processes) for a BPM pilot project. By taking this approach, project owners can be confident of a low-risk BPM initiative that generates sufficient momentum to kick off a successful companywide BPM program.

We live in a continuously changing business environment, which moves ever-closer to a more-connected digital world. Successful organizations need to be proactive and adjust quickly. Therefore an increasing number of organizations establish a Business Process Management Discipline (BPM-Discipline(tm)) in order to move their strategy into execution at pace with certainty. As any other management discipline, the BPM-Discipline is established through the appropriate business process, the process of process management. This new process is led through an emerging top management role, the Chief Process Officer (CPO). The CPO manages the process of process management in a way that it creates value by executing the business strategy across organizational boundaries, like departments or divisions. The CPO is the “value scout” of the organization.

Most companies, from high-tech firms to heavy equipment manufacturers, are wrestling with effectively delivering content to their customers’ and employees’ smart phones and tablets.

From product manuals and training materials, to catalogues, employee handbooks, and annual reports, most organizations suffice with PDF files, the mobile equivalent of a static document or web page.

Adopting a mobile-friendly content strategy enables a myriad of benefits that go far beyond delivering the right content to the right device at the right time—including collaboration via social networking platforms, multimedia (audio and video) enhancements, interactivity (quizzes and exercises to test mastery of concepts), annotations to content, and much more.

The environment in which organisations find themselves is and remains in a state of flux; markets are volatile, customers are able to manage on their own and are more articulate than ever and it’s impossible to imagine society today without social interaction. In addition, organisations are faced with more (new) legislation than they have ever experienced before and there is unprecedented pressure on margins and profit.

These developments are forcing organisations to change and within the changes taking place the demand for innovation is becoming increasingly greater. Why is that? Simple: to add value both internally and (preferably) externally. The question is whether and, if so, how a discipline such as Business Process Management (BPM) can and must contribute towards innovation.

This whitepaper answers that question by addressing the following subjects: