|
|
 |
 |
|
| The Human-side of BPM |
 |
Organizations small and large have come to realize that BPM is no longer just a fancy buzzword. BPM is a business strategy that organizations can use to gain competitive advantage in today’s highly competitive global market. The problem however, is that organizations only think about software suites and tools when they think about BPM. As we all know, there is more to BPM than software suites. Equally important is the “human-side” of BPM.
When your executives work together to produce higher quality goods that exceed your customers’ expectations while increasing revenue; and when those same executives are willing to consider any changes that will improve the odds of achieving that goal, you are seeing a BPM focused organization. BPM is a major management strategy, based upon the behavior of people.
So what kinds of problems are your management teams trying to solve? How do you respond and where do you begin?
|
|
|
|
|
|
| Simplifying BPM Implementations |
| For a successful BPM implementation, organizations should look beyond the technology piece of the project and focus on the “human-side” of the project as well. Organizations should become process-driven to ensure successful BPM implementation. To become process-driven or process-centric, organizations must be willing to change and change must start from the top. |
|
| The Business Fad with Resilience |
| BPM continues to receive ever increasing press. While the concepts are anything but new, a new group of software developers and vendors are doing their utmost to make it appear so. In fairly typical fashion, the buzz suggests that if you are not utilizing this methodology and technology to manage business processes, you can not possibly be on top of your business, and are therefore seriously negligent in your responsibilities to all stakeholders! |
|
|
|
