The term Business Process Management (BPM) is used in a number of varying contexts, from both a change management and a technology perspective. Many articles and analysis identify and list the requirements and the benefits of a BPM implementation. However, a crucial element is missing from these stories: how can we maximize the benefits of such initiative. We propose an approach that position BPM in its global business context.
We firmly believe that organizations aligning their processes to deliver value to customers (external and internal) will gain major advantages in years to come. To become �process centric�, an organization must embrace all aspects of a business process solution. Essentially, they must fill the gap between the human aspects of process changes, handled by business people, and the automation of the processes, under IT responsibility. Organizations must be vigilant to ensure that processes designed by business and processes implemented by IT are the same. To become a process centric organization, (an organization that is organized, structured, measured and managed by business processes), it is essential to align your business objectives with your processes and their implementation.
Three levels should be considered during this transformation: the Strategic Level, the Business Process Level and the Implementation Level.
An integrated solution, to support such transformation should include the expertise and assets necessary to generate value at each level:
At the Strategic Level, industry specific reference models are used as a knowledge framework by experienced industry professionals. The reference models allow to map, validate and communicate core business functions;
At the Business Process Level, business transformation specialists use proven methodologies to initiate business process transformation / improvement initiatives;
At the Implementation Level, a business process modeling and automation suite is used to model and orchestrate manual and automated processes.
As illustrated in the figure, the assets and expertise aligned in such a solution have to be totally managed within an industry specific framework. This framework is provided by the Strategic Level and governs all derived activities and asset utilization.
The proposed approach will allow processes to be welldesigned and transparent to management. More importantly, processes can be measured and managed against goals, stressing again the importance of the Strategic Level and its influence on subsequent levels.
At first glance, such initiative may seem overwhelming and resource intensive. However, it is an evolutionary process. An approach designed around best of breed assets and tools used by experienced and skilled specialists is your best risk mitigation. Resources implication, training and skill transfer must also be an integral part of this transformation. You need to: Think big, start small and iterate fast.
For more information, contact Pierre Gagne at NewLink Group.
We are consultants to management in insurance, and wealth management with the sole aim to create lasting value for our clients in their products and services, distribution, business processes, and information technology applications. More at www.newlinkgroup.com.