Consistent use of BPM "best practices", where practical and practicable, leads to improved outcomes.
You don't have "best practices"?
Yes you do, they may exist only in the heads of staff, they may be documented in narrrative policy/procedure, they may be on-line or they may be in-line.
The further you go along this maturity path the greater the value and, all other things being equal, the better your outcomes.
Who would want to use "worst practices" any of the time?
Every organization has "best practices" and they stay that way until the organization improves them.
Considering the fundamental nature of BPM, its leading value propositions will be different in different cases. For example:
- higher operational excellence
- reduction of time-to-market
- enabling transformation of application architecture and portfolio
- better execution of strategy
- improve customer experience
- less stress, higher security, less risk, higher predictability of results, higher levels of transparency, compliance, etc.
and of the mentioned above together.
Tricky question. So I will try answering this in a more general way :-).
I strongly believe that any effort/time/money you put in creating a BPM supported organization culture, adds value. Now... this is a bit the other way around. As I haven't used BPM as a standalone animal to add value. And that's deliberately.
Throwing in (just) the, often isolated, (automation, software, stuff) mechanics of BPM in order to speed up performance might bring you some value, but probably not as much as you want or could think/dream of! Investing in a whole bunch of (BPM related) standalone tools, such as Lean SixSigma, without considering governance will also not be that effective.
Therefore, you need a balance where process overview and governed insight is leading and support any other related artefacts (businessobjectives, KPI's, information, training, you name it), by putting these artefacts in the right process context. And context is what's lacking all the time.
For any product or service being sold into a company, the question is not just "is the important?" (ROI, value proposition) but also "is it urgent?" (why buy it NOW).
On the list of important:
The list of urgent is rather shorter
So key value proposition for CEO is "keep me out of the papers and out of jail"
Empowerment for employees; IT no longer tells people how to work as the process used is now under their "care"! Your employee ideas on how to achieve quicker and better outcomes really matter as next generation software to build future proof applications is deployed. For the business real time operational feedback with audit trail and that vital process knowledge transfer to the business.
+1 to David and Ian for articulating actual value propositions. In particular, employee engagement, as mentioned by David (and discussed by your humble blogger in this post), is an often overlooked but critical value realized through BPM.
The question boils down to: when I pay for a BPMS, what benefits will accrue that exceed the cost of (inter alia) procurement, deployment, and operation. Here are just a few:
To echo a radio ad one hears here in Southern California: the decision to leverage BPM is “the biggest no-brainer in the history of mankind”.
PS On an unrelated note: our thoughts are with those of you in Belgium, and those with friends and family there.
What can be added to all the existing and outstanding answers, regarding the question "What is the key value proposition for BPM today?"
There is one more thing to add. And that one more thing concerns the meaning of BPM itself, i.e. what it is about BPM that makes BPM, BPM?
Because in fairness, all the excellent insights here concerning BPM can really also be applied to many technologies, especially low-code, and framework-driven coding.
It's a mistake to treat BPM as "just another technology".
BPM is in fact the irreduceable technology of the work of business. BPM technology, and only BPM technology, by definition features the concepts of work as first class citizens of that technology.
That means that managers and business analysts working with BPM are directly capturing and evolving business ideas concerning work operations.
All other technologies require mediation of programmer and code. And mediation introduces surprisingly high costs in time and expense and rigidity.
The use of BPM, along with the use of other irreduceable and related technologies, including rules, UX, algorithms etc., is an opportunity to dramatically shorten time-to-value and time-to-change for new artefacts of automation.
This is a radical message, but it is a message increasingly relevant, especially in situations where the BPM round tripping problem is minimized. Business needs flexibility and systems velocity. And BPM technology and methodology have matured beyond a tipping point. It's a nice combination.
A successful BPM project needs to be managed according to the excellent advice shared here. We will be a step further ahead though if we also try and understand "why BPM specifically" and the potentially signficant advantages that BPM brings over alternatives.
[I'm cross-posting this note to another current question, "What are the Biggest Mistakes to Avoid When Automating Processes?"]
The question says 'today'
That's in an age where 3 kids with a laptop and some cloudy tools can create a business (some call it a startup) that disrupts industries with companies where the bonuses of the CEO are larger than the GDP of many countries. (btw who needs that money when he is in jail?)
Those kids don't care about BPM. So who's talking about value?
Ok, maybe in the above sentence I should have written 'traditional BPM'. (read: what big anlyst firms make us think is BPM)
Because BPM is just daily business. It's just everything you do and need to deliver your products or services as you promised.
So in the end the value of YOUR processes (which you manage in the way you think it makes sense) is delivering products or services that make any sense for some people or other companies.
Oh, wasn't that the case for 'traditional BPM'?.....