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While we often discuss business, IT and processes on the BPM forum, we don't discuss management as much. So to look at the 'M' in BPM, how do you think BPM improves management?
Monday, December 23 2013, 09:43 AM
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    Monday, December 23 2013, 10:56 AM - #Permalink
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    BPM should only be about the M. As every company has business processes (BP), BPM should be about managing your organization by process in such a way that those processes do what you promise. All the other stuff like IT are tricks to create that right level of grip. So every company has processes, but that doesn't mean they know them or have the right grip on them. So it should start with questions like: - What are our useful processes? - What should these processes deliver? - What kind of result is it (standardized, customer specific, a solution for a problem)? - Wat do we promise about the process result? - How must this process be managed to do what it promises? - What are the characteristics of the process that make this possible? And that automatically makes discussions like workflow vs Bpm vs ACm strange, because some processes benefit form a straight through, workflow supported way of managing, while other processes are better served with a goal oriented, executor steered, adaptive way of managing. All processes are unique, every company has them and to come back to the question, managing them is what BPM should be about, I think. Otherwise it could be called BP anything, isn't it? I wish you all a merry Christmas and all the best for 2014!
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    Monday, December 23 2013, 10:59 AM - #Permalink
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    No question BPM makes the 'M' side vastly improved. Not only does it provide visibility but enables 'quicker' change. I have found most organizations relying on historical data not to mention data that is months behind, if they have any data at all. Organizations deal with high level data points but when BPM is leveraged the world changes. Having a lens into the process real time enables 'M' to flex workforce/workloads, identify immediate problems and strive for better outcomes. In addition, organizations have better ability to make product decisions and implement new services faster. Hard good manufacturers have dissected their respective assembly lines over the years as they deal with discrete units of tangible goods and with the ERP systems, they have been able to drill into the value chain and tweak their performances drastically. BPM is doing the same for service businesses and to a certain degree adding more ability to manufacturers to improve business outcomes. BPM is the lens and illumination for 'M'.
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    Monday, December 23 2013, 03:11 PM - #Permalink
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    I have a customer who told me "I used to spend all of my time fighting fires: now I spend my time finding out who's starting them!" The job of the manager is to manage, the director - direct, the supervisor - supervise. Through the steady elimination of exceptions and special procedures process automation frees business leaders to do their jobs and lead. And it frees workers to be productive and not waste their time waiting on determinations from senior staff for yet another anomaly. I'd go as far as to say BPM puts the "manage" in management.
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    Tuesday, December 24 2013, 05:02 AM - #Permalink
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    I would add to the power of "M" as already articulated by suggesting that a BPM Adaptive Solution that delivers real time information will empower workers thus minimising the need for "active" management. Managers are also better equipped with knowledge to make better business decisions?
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  • Accepted Answer

    Saturday, January 18 2014, 03:09 PM - #Permalink
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    BPM as a discipline of management by business processes, means that managing business processes is the management of business itself, with some advantages face to traditional management: 1) establishes the connection between strategy and operational field (BPM should be in a level above of IT (ERP, CRM, ...) in execution level); 2) facilitates a management focused on client needs, supported on E2E processes, since the request until the delivery, avoiding task redundancies across the company and optimizing resources, which means eliminating waste; 3) supports the standardization of how to do avoiding different responses to the same stimulus from clients, helping to create confident and reinforce the brand; 4) increases the agility in response to the market variations and internal improvements initiatives (allows to antecipate deviations through processes monitoring and launch corrective actions in time); 5) confers major rigor and security in investment management (allows to simulate and design "To-be" scenarios, surgically, process by process, comparing the benefits and costs against to the "As-is" situation); 6) ....
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  • Accepted Answer

    Thursday, October 08 2015, 07:18 AM - #Permalink
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    A BPM system, by streamlining workflow, can help eliminate decision-making roadblocks by integrating departments and help businesses process invoices move faster.

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