Jim Sinur

BPM has been used to save money and time. I expect this to continue and even deepen as we try to save more in these challenging economic times. The numbers have been consistently positive for BPM implementations. I have seen many ROIs north of double digits and some even in the triple digits, but few below 10%. I would like to get these returns on my 401K. Many processes were either of a straight through processing nature or heads down process work or a combination. These baseline processes will continue to deliver, but I see other opportunities.

Organizations that have either tasted BPM benefits or have a high level process visionary will likely attempt cross functional processes; These cross functional process will be designed to serve the constituents and likely be the outcome of a business architecture effort or a value chain analysis. These processes will balance functional excellence with process outcomes aimed at constituent focused goals. The fist sign of “Yes We Can” processes is the presence of the balance of organizational results with constituent/customer satisfaction. Typically organizations with this focus will have a process competency center or one about to emerge.

Organizations that really want to deliver process excellence will focus on delivering processes that support knowledge workers and will take advantage of process agility. Agility that supports the dynamic processes and collaboration features that knowledge workers demand. Organizations need to exercise agility by planning for likely scenarios and be prepared with new directives to guide processes. In other words scenarios that drive policies that leverage process agility. These processes take “Yes We Can” to another level.