{"id":1067,"date":"2010-03-15T07:00:50","date_gmt":"2010-03-15T15:00:50","guid":{"rendered":"http:\/\/www.formtek.com\/blog\/?p=1067"},"modified":"2010-03-15T07:00:50","modified_gmt":"2010-03-15T15:00:50","slug":"business-process-management-the-trick-is-in-the-end-to-end","status":"publish","type":"post","link":"https:\/\/formtek.com\/blog\/business-process-management-the-trick-is-in-the-end-to-end\/","title":{"rendered":"Business Process Management: The Trick is in the End-To-End"},"content":{"rendered":"

Gartner is predicting an updraft of interest in BPM this year, as businesses hunker down in an attempt to improve efficiencies and save dollars.\u00a0 While the technology is improving and evolving to enable processes to be mapped and redesigned, as needed, one central requirement for achieving success in creating a good process shouldn’t be forgotten.\u00a0 And that’s the fact that people are at the center of any process, and without their support, no matter what kind fancy technology IT dreams up, it just won’t work.<\/p>\n

Dick Lee<\/a>, business process consultant and founder of High Yield Methods, said that “process design in variable environments requires very heavy right brain activity. It\u2019s much more creative and conceptual than left-brain technical. It\u2019s about understanding people, understanding how business functions interact with each other; and having the imagination to see how things could be different \u2013 and better.”<\/p>\n

For business process success, buy-in and coordination is needed at both micro and macro levels in the organization.\u00a0 Individuals need to understand and agree with how they can constructively contribute to the process and change their work habits to improve efficiency.\u00a0 Management needs to guide process consistently from a top-level master blueprint.\u00a0 But what happens far too often is that individuals rebel when confronted with requirements to change without understanding why, and processes are created with a departmental or group focus and are not consistent across the organization.<\/p>\n

Dr Kiran Garimella, Vice President for BPM Solutions at Software AG, said <\/a>that “process design in variable environments requires very heavy right brain activity. It\u2019s much more creative and conceptual than left-brain technical. It\u2019s about understanding people, understanding how business functions interact with each other.\u00a0 Functional managers only have incentives to improve the process within the particular office or department they are in charge off, with no incentive to look at end-to-end process improvement; and this is the same for both public and private sectors and having the imagination to see how things could be different \u2013 and better.”<\/p>\n

“Business process management (BPM) is usually defined as end-to-end process and involving cross-functional collaborations \u2013 something that technology alone cannot achieve,” Dr Garimella says.<\/p>\n

<\/p>\n

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Gartner is predicting an updraft of interest in BPM this year, as businesses hunker down in an attempt to improve efficiencies and save dollars.\u00a0 While the technology is improving and evolving to enable processes to be mapped and redesigned, as…<\/span><\/p>\n

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