Fundamentally, the value of BPM lies in meeting performance improvement and change management objectives.
The need for performance improvement commonly stems from a desire to improve productivity (by eliminating manual processes), process optimization (to meet or improve SLAs) and adaptability in terms of time to respond to process change arising from shifting business needs.
The need for change management commonly stems from regulation in terms of legal mandates to avoid non-compliance penalties, embrace industry standards for parity with peers and consistently enforce business rules/policies across processes spanning functional/segment silos, customer interaction channels, etc.
In this paper, we discuss common BPM adoption patterns and best-practices across different industries to illustrate the value of BPM in terms Efficiency, Visibility and Agility.
The need for performance improvement commonly stems from a desire to improve productivity (by eliminating manual processes), process optimization (to meet or improve SLAs) and adaptability in terms of time to respond to process change arising from shifting business needs.
The need for change management commonly stems from regulation in terms of legal mandates to avoid non-compliance penalties, embrace industry standards for parity with peers and consistently enforce business rules/policies across processes spanning functional/segment silos, customer interaction channels, etc.
In this paper, we discuss common BPM adoption patterns and best-practices across different industries to illustrate the value of BPM in terms Efficiency, Visibility and Agility.
