Resolved
1 votes
With less people and fewer resources, in your experience, how is BPM different for SMBs?
Thursday, July 31 2014, 09:45 AM
Share this post:
Responses (10)
  • Accepted Answer

    Thursday, July 31 2014, 10:04 AM - #Permalink
    Resolved
    1 votes
    Great question. I am curios to know the what the community here thinks about this
    The reply is currently minimized Show
  • Accepted Answer

    Thursday, July 31 2014, 10:12 AM - #Permalink
    Resolved
    2 votes
    In my experience, BPM for SMBs involves more external (third-party) actors than in large enterprises. So it is critical for enabling systems to provide secure, cross-firewall process hand-offs. And the system must be easy to use, as most SMBs don't have the internal IT support resources of large enterprises.
    Like
    1
    The reply is currently minimized Show
  • Accepted Answer

    Thursday, July 31 2014, 10:13 AM - #Permalink
    Resolved
    2 votes
    I immediately thought it was quite different but as I started naming places, I was not sure. I think it is more necessary to get CEO support, and probably easier. If you don't have that support, you probably just don't do BPM in a small company. I think it might be more likely that they choose core processes to start on. I know since they have fewer people , the BPM teams for projects will be smaller.I have worked with two small companies (under 20 people). For all of them, these 3 things were true. I, too, look forward to see what others say.
    Like
    1
    • Ian Gotts
      more than a month ago
      It depends what is small. Probably 100 employees is lower end.
    The reply is currently minimized Show
  • Accepted Answer

    Ian Gotts
    Ian Gotts
    Offline
    Thursday, July 31 2014, 10:29 PM - #Permalink
    Resolved
    2 votes
    It costs less but requires more commitment. But the competitive advantage is HUGE as so few SMBs ever do it right.
    The reply is currently minimized Show
  • Accepted Answer

    Tim Bryce
    Tim Bryce
    Offline
    Friday, August 01 2014, 11:20 AM - #Permalink
    Resolved
    2 votes
    No difference whatsoever, other than you can move faster in smaller companies than in large.
    The reply is currently minimized Show
  • Accepted Answer

    Friday, August 01 2014, 11:42 AM - #Permalink
    Resolved
    2 votes
    Considering that a company with approx. 100 staff members. Typical concerns as I noticed: - high dependency on knowledge of key people (worst case – “primadonna” effect) - automation of manual activities brings big improvements - easier to take a decision, but no risky technology to try Thus agile, incremental, cloud-based, secured and proven BPM practices are ideal for SMB. Thanks, AS
    The reply is currently minimized Show
  • Accepted Answer

    Friday, August 01 2014, 12:04 PM - #Permalink
    Resolved
    2 votes
    With SMB/SMEs it will be a business decision so if they "get it" it will happen as there a fewer "IT" barriers. We reckon the low end in numbers is 20 and of course the plan will likely involve expansion so the CEO and CFO want it to assist as the business grows. The cost factor is important and a single platform with low technology overhead with no need for code writing certainly lowers cost. All this opens doors to SMBs where historically the complex different required components made just out of reach. The reality is that this front end BPM collaboration actually involves relatively few people even in big organisations. So opening up to SMB is not that different in approach. It will come down to cost/VFM and forward thinking SMB owners will quickly see the benefits. They will take seriously recognising there could be competitive advantages by adopting this "outside in" digitisation and associated capabilities.
    The reply is currently minimized Show
  • Accepted Answer

    Monday, August 04 2014, 06:20 AM - #Permalink
    Resolved
    2 votes
    Most companies have a triangular structure. Only the top levels are allowed to make big decisions. But the intelligence for those decisions comes in at the bottom – to the frontline people actually dealing with the customers, suppliers and business partners. Changes often have to work their way up the company by a sort of capillary action, influencing one, who influences the next level up and so on. The bigger the company the less intelligence influences the decisions. We have to bridge that gap in developing processes. We have to connect intelligence with decision-making. Easier in a smaller company – the high-level people are naturally closer to their market, their supply-chain and their business partners. But it is often balanced by Rumsfeld’s not knowing what they don’t know. Big companies have long recognised the lack of intelligence and done something about it. They are up to their ears in analyst reports, surveys and industry best practices. In smaller companies the problem is often helping them recognise they have a problem.
    The reply is currently minimized Show
  • Accepted Answer

    Monday, August 04 2014, 06:42 AM - #Permalink
    Resolved
    2 votes
    BPM for SMB must be very very very different versus BPM for large enterprises, and thank God for that, as this is going to finally make BPM what it deserves to be. It is as different as its key components: - waterfall development vs lean/agile/scrum development - high-level visual design vs low-level source code design - no BPM overhead vs high BPM overhead (project managers, testers, steering comittees, project sponsorship meetings) - cloud deployment vs on-premise deployment - customer-outcome-focused vs internal-orgchart-focused .... - future vs past/present
    Like
    1
    The reply is currently minimized Show
  • Accepted Answer

    Tuesday, August 05 2014, 02:58 PM - #Permalink
    Resolved
    2 votes
    I like the differences pointed out by Bogdan. In my experience a couple other differences include decision paralysis because even with management support there is often indecision about where to start if the company has no experience with BPM and if they have no experience with ECM then the process can get even more cloudy. Conversely there is the case of a motivated management team that wants try and eat the whole hog at once. We strive to start with a single small process with large impact and grow from there and avoid the big project meltdown.
    Like
    1
    The reply is currently minimized Show
Your Reply

Join the Discussion

Want to join the discussion?

Login, or create an account to participate in the forum.

Top Participants

Dr Alexander Samarin
278 Replies
30/09/2016
David Chassels
271 Replies
30/09/2016
Emiel Kelly
223 Replies
30/09/2016
Bogdan Nafornita
210 Replies
30/09/2016
E Scott Menter
182 Replies
28/09/2016