"Business process automation has the potential to serve as a catalyst for major efficiency gains in the enterprise. What’s more, these benefits can lead to significant improvements in risk management as business processes are automated in such a way that potential human error is eliminated."
"'The problem we often have,' he told me, 'is not about getting more new ideas into our businesses, but how we take new ideas and weave them into our existing operations so that we can deliver real products and services effectively'. The conversation that his team is trying to have across multiple businesses is about how – in order to really support new customer-facing initiatives – there needs to be a continuous digital thread that links up new applications and systems with existing practices, systems and teams in core operations."
From the BPM Forum
What Are the Best Ways to Get Quick Wins with BPM? "Pick a fight you can win. If it's a high-visibility effort, great, but it's the win itself that matters most. Generally speaking, these types of projects are in-house (as opposed to customer- or supplier-facing).A nice back-office system, like IT or capital expenditure request submission, can be relatively straight forward to implement and yet receive solid support and adoption across the organization."
-E. Scott Menter
"The quickest win is stop executing processes that deliver results nobody needs or sees value in."
"By pairing BPM process automation with DMN or a decision table the delivery is very fast, transparent to management, and importantly can be very easily modified."
"Actually by not mentioning you're 'doing BPM'... Start with whatever business improvement initative (e.g., a Lean exercise) and keep it small. Create sneaky BPM strongholds (seeding) that produce pragmatic (as in: 'Hey, I can actually use this in my daily practise!') results."
"For me, it's rather the contrary: the culture of change is the key to continuous process improvement."
"To me continuous improvement is about agility. Companies that engage in change programs aren't agile enough to naturally deal with change so they lurch from one big change to another."
"If you believe that process is important, then the only option is continuous improvement."
"Change costs time/money. It is disruptive. Some changes give positive ROI, others do not. Too much tweaking and you get to instabiliiy and to diminishing returns. Most staff / middle management do not like change."
-Karl Walter Kierstead
"Continuous improvement is a mindset - it's about embracing uneasy questions and uncomfortable territories every day. And sometimes, just sometimes, this leads to disruption."