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Digital Transformation: Traditional BPM Begins to Take on Digital Process Automation (DPA) Features

By Dick Weisinger

Business Process Management (BPM).  It’s changing, or at least people’s expectations of it are.  A report from Forrester found that decision makers who were satisfied with their BPM efforts just two years ago now are not as happy. The numbers have dropped from 60 percent satisfied to now just 30 percent.

Expectations are a big part of the problem.  BPM traditionally was envisioned as automating back-end process workflows or to glue together siloed applications in an organization.  The focus has been on cost reduction and compliance.  BPM has done a good job within this scope of expectations.

Rajeev Mishra, Process Engineering Lead at Ovations, said that “now, users expect the same BPM products to deliver something that is very different, and a lot more complex. BPM is now expected to provide a holistic digital experience. The good news is that the BPM industry is starting to catch up by incorporating user experience design techniques in process automation suites.”

BPM is transforming to take on more digital process automation (DPA) capabilities.  DPA is focused on customer experience and innovation.  While there are typically just a few BPM processes that are selected to be automated, DPA often involves changing and automating hundreds of day-to-day processes, like scheduling, incident responses and information requests.

Mishra said that “it is not unreasonable to expect that the advances in BPM software we are seeing today will play a major role in accelerating the advance towards digital transformation.”

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One comment on “Digital Transformation: Traditional BPM Begins to Take on Digital Process Automation (DPA) Features
  1. Stuart Chandler, SVP global head DPA says:

    I would offer a slightly different perspective. BPM was the foundational discipline for businesses to understand the value chains in their operations. Software was applied to encapsulate workflow. As time progressed bpm started to incorporate back to front, front to back- as you say connect the silos. I refer to it as orchestration of the business. Those software vendors that got smart started to incorporate wider capability and in parallel opened the aperature along with the explosion of digital, ie mobile and web etc. it has become clear today that “process” is still the center piece B”P”M now D”P”M. The difference is that to truly make a digital transformation and position companies today organizations need process platforms incorporating much more capabilities and the idea of Managment, the “M” in BPM needs to be in a significantly more agile model to drive success thus I agree with statement of BPM needs to deliver more holistically but I tend to take a slightly different angle to why we are here and that BPM is the foundation of DPA. DPA is the digital organization.

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