Totally agree with John above:
BPM (or perhaps Business Process Knowledge Management) is IMO a fundamental enabler for CX.
For example, have you ever experienced that the company you bought that great new tool with, couldn't explain the status of your order? Or what about repeating your question, personal details over and over whenever you were transfered "to another department"?
So... They are not the same, but sound BPM (both technical *and* cultural) really helps, or better, is perhaps a precondition to accelerate in CX...
No....pity such statements made just adds to confusion as to what BPM actually is! Yes BPM will certainly contribute to enhancement of customer experience but does a lot more....with fewer managers...!
No. Customer experience is subjective. Customer experience is the sum of all the interactions an individual has with an organization and includes customer service.
BPM is closer however to customer service management. We all work in customer service. Your customer could be someone inside your organization waiting for you to complete a task as well as someone looking to purchase your product or looking for a repair. Customer service and customer service processes thus exist both inside and outside organizations. BPM enables and optimizes the delivery of customer service. Thus BPM and Customer Service are one and the same not customer experience.
I agree with Peter Whibley and I'd build on the fact the the sum of the interactions an individual has with an organization is always greater than the sum of processes that have customer touch points. One typical example (sadly overlooked by the vast majority of BPM players) is interfaces: how many interfaces are friendly enough, explanatory enough, helpful enough and intelligent enough that they serve the customer a great experience?
I mean, look at intranet portals. I'm sure people could draft a research paper revealing statistically significant correlation between intranet portals and employee attrition, productivity and suicidal tendencies.
Depends on the definition for "BPM" being used.
If BPM is a methodology for "managing" the building and updating of BPM flowgraphs, then BPM and CEM are NOT the same. Many describe this scope of activity as "managing processes".
If BPM is a methodology for "managing processes" (i.e. read - building and updating BPM flowgraphs, compiling the graphs to yield templates, being able to stream a relational database record onto a template to generate a private instance in a run-time Case Management environment, then managing that process instance plus any number of ad hoc interventions at the Case), then, yes, BPM and CEM ARE the same.
Here, you can have embedded customer reachout at any plan-side step in a process and you can, at the run-time Case environment, insert any number of ad hoc customer reachout steps.
Inreach is more complicated.
I can explain why if anyone is interested.
Beyond the CEM=BPM equation, the original interview is worth a listen. Through the dialogue one gets a sense of lots of engineering and scientific context. And the quotes on interview webpage are worth the price of admission.
In the interview, by BPM evangelist Zbigniew Misiak, Steve Towers' comments on leadership are especially compelling -- and even challenging, in that according to Steve, successful outcomes are not based on asking customers what they want. (Henry Ford's quip about customers wanting "faster horses" is shared to good effect.)
Providing pragmatic process-oriented leadership to a place of better outcomes (according to Towers, it's all about customer experience) requires one must deeply understand the customer's work and objectives. When we sell BPM technology and BPM solutions, are we sure we know where that knowledge of the fundamentals of work and process are coming from?
I wrote a regular column for PEXNEtwork called "My Angry - call that Customer Service". It was stories of good and bad CX. At the heart of almost all of them was a lack of well defined and followed process. Mostly it was poor design. Often it was poor execution.
So exceptional CX requires process thinking...BPM (BPM the approach, not the software)