An Introduction to Business Process Management (BPM)


From enhancing efficiency to driving continuous improvement, see how CIOs can utilize Business Process Management (BPM) to align IT with business objectives and solve real-world problems.


Today, organizations are recognizing the need for an efficient system to manage and control vital business processes. This realization has given rise to the strategic implementation of Business Process Management (BPM). BPM serves as an umbrella term encompassing the methodologies, metrics, processes, and systems that monitor and manage a company's performance.

While traditional process improvement initiatives focus on evolutionary changes to move from a current baseline process to a more effective future state, BPM assumes a more prominent role. It includes ongoing monitoring and management of changed processes, performance measurements, and continuous improvement, and may also incorporate business process automation (BPA) software.

Without an effective approach to BPM, organizations may face various challenges, such as:

  • Inefficient Processes: Examples from leading companies have revealed inefficiencies like extended approval times in new product processes or cumbersome paper-based procurement, resulting in wasted time and resources.
  • Lack of Business-IT Collaboration: Often, the business side of an organization may perceive problems as system issues, expecting IT to provide system solutions. This may lead to a disconnect between the real problem and the implemented solution.
  • Missed Opportunities: Without embracing BPM, there's the opportunity cost of not converting known challenges into business results (savings or revenue). It can result in the continued perception that IT only provides technical value and a lack of alignment with the business goals.

BPM, as a strategic enabler, provides a pathway for companies to address these challenges through a systematic and well-structured approach.

  • Understanding the Need and Implementing Solutions: With BPM, organizations can streamline procurement processes or control the certification process by reengineering with process automation. For example, a company was able to reduce specification change process approval times by 80% through BPM reengineering.
  • Leveraging Best Practices and Automation Tools: By using best-in-class BPM capabilities and automation software, organizations can control processes accurately and precisely. This includes everything from mapping the current state, identifying gaps, designing future state process flows, implementing general-purpose process automation software, and tracking performance.
  • Creating Value for Business and IT: BPM facilitates better relationships, enables businesses to gain control of their processes, and allows IT to respond rapidly to new business solutions. The result is a more agile business that can adapt quickly to new opportunities and competitive threats.
  • Guiding Principles for Success: Successful BPM implementation requires a combination of elements like identifying a business champion, starting small, focusing on quick hits, limiting reliance on major technology enhancements, enabling automation, and more.

BPM has emerged as a mission-critical aspect of modern business operations. It's not just about technology or isolated process improvements; it's about a holistic approach that combines strategy, technology, and a clear understanding of business needs and objectives. By integrating BPM into the core of the business strategy, leading companies are enhancing productivity, improving collaboration between IT and the business, and positioning themselves for ongoing success in a rapidly changing marketplace.

With the adoption of Business Process Management (BPM) becoming increasingly vital, CIOs and IT Leaders can leverage the learnings from the aforementioned insights to solve real-world problems within their organizations. Here’s how:

  • Understanding Business Needs and Bridging the Gap: CIOs can employ BPM to understand the intricate workings of various business processes. By translating these learnings into actionable insights, they can bridge the gap between IT and business needs, ensuring that technology solutions are aligned with business objectives. They can foster collaboration between business and IT teams, working towards common goals rather than isolated tasks.
  • Driving Continuous Improvement: BPM is about continuous improvement, not just a one-time fix. CIOs can apply this learning to foster a culture of ongoing innovation and efficiency within IT departments. By implementing a cycle of monitoring, measuring performance, and making adjustments, they can ensure that IT operations are always moving toward an optimized state.
  • Leveraging Automation for Efficiency: The use of automation software in BPM provides a valuable lesson for CIOs looking to enhance efficiency in IT operations. By identifying areas where automation can replace manual efforts, CIOs can reduce costs and free up staff to focus on more strategic tasks. This is not just about implementing technology but understanding how it fits into the broader workflow of the organization.
  • Aligning with Regulatory Compliance: In a world with ever-changing regulatory landscapes, such as SOX, HIPAA, etc., CIOs can utilize BPM to ensure that IT practices align with legal and compliance requirements. By incorporating BPM principles, they can create flexible and responsive systems that adapt to new regulations without extensive overhauls.
  • Enhancing Value and Perception of IT: Often, IT is perceived as a cost center rather than a value driver. CIOs can use the learnings from BPM to reposition IT as a strategic contributor to business success. By demonstrating how IT creates real, measurable value through better process management and collaboration, they can change the perception and integrate IT more closely with business strategy.
  • Implementing Change Management: The principles of BPM underscore the importance of people and organizational culture in effecting change. CIOs can apply this insight to manage IT transformations, ensuring that not only are the right technologies in place but also that the human elements of change (communication, training, consequence management) are addressed.



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