Some will say that what Santa Claus does is not a business. I disagree.
Your BPM project must justify its price either by cutting costs or increasing revenue. This is about your return on investment (ROI). If the ROI isn’t there…
Risk Management & Process Management
I can’t imagine any company that doesn’t assess their risks. I am sure that there are thousands of ways companies assess risk. However, if companies are not in medical manufacturing they likely won’t have a documented procedure for managing risk.
Rainer Ribback recently posted 5 reasons that BPM projects fail….
For years, the focus of business process management was to manage a collection of related, structured activities or tasks that produce a specific service or product. The focus was all internal.
Quite naturally, many organizations over-rate the quality of their enterprise and corporate performance management (EPM / CPM) practices and systems. In reality
Watching the World Cup made me think of the upcoming American Football season, and I began pondering how this sport is similar to the way the CFO, CIO, and other executives work with their managers and employees who must improve an organization’s performance using analytics, Big Data, and integrated enterprise and corporate performance management (EPM/CPM)…
Over the last few years, there has been resurgence in the interest in BPM as the preferred platform for automating and managing the critical business processes within the organization. However, the programs that do choose to implement a BPMS enabled solution are usually attacking the high-visibility and critical aspects of the business such as Call Centre Management or Claims Management. In my opinion, this is more prone to a big-bang disaster than other approaches to BPM adoption. I believe the simpler (and less risky) approach is to select a much smaller, but human effort intensive, business scenario and prove the capabilities and benefits before launching a full-blown enterprise wide program.
The Rise of Financial Analytics in Enterprise Strategy
With the rise of analytics, in many organizations Finance is expanding its role, providing increasing value in other functional areas and looking for ways to deliver greater value as a business function. Nowadays Finance has become the enabler of analytics and decision support. The reasons are simple: as the economy evolves, Finance data is rapidly being deployed outside its traditional scope. Finance also has an ability to apply analytics above and beyond traditional delivery channels.
BPM systems are highly demanding in terms of scalability, traceability, serviceability and security. This results in a plethora of technical questions and requirements which simply ask too much of a typical business division. Why should a business user concern himself in detail with these sorts of questions, given that solving the problems they raise frequently extends far beyond his area of influence?