BPM Quotes of the week

On BPM and Customer-facing Processes – Ann All

As useful as business process management has been in helping companies improve and streamline their internal processes, I think it holds even more promise as a way for them to perform the same kind of magic on their customer-facing processes.

On BPM and Custom Applications – Evan McDonnell

Most insurers invested heavily in custom designed applications to systematize their processes. This proved to be a good path, at first. But the high cost of maintenance has turned those custom applications into money pits. Worse yet, their lack of flexibility is stifling innovation, preventing insurance providers from rapidly adapting to market changes, and making them easy targets for competitors.

On BPM and ROI – Chris Taylor

With lots of cynicism around ROI calculations, selling a change without being able to get specific about the benefits and cost is very hard. “We’re going to do things better” isn’t a very convincing argument. Quantifying things that don’t have cost savings or market capture dollars attached is very hard, and BPM needs to be more than reduced cost.

On BPM and Compliance – Anthony Murphy

I often think that being a Compliance officer is very similar to providing an IT service provider, in that senior people only want to talk to you when something goes wrong. Within IT and the wider business a considerable amount of effort is spent measuring and proving compliance with stated business processes, regulatory and legislative rules, and client instructions.

On Social and Analytics in Processes – Connie Moore

Very few BPM practitioners understand how to use analytical tools like next best action, and very few data pros understand business processes. The biggest challenge isn’t to extend social and analytics for process execution; that can be done. The challenge is to find people who know how to put data and process together. Once you tackle the skills and add social and analytics to process automation, the insights you gain about your customers, products, and competitors and factor into your processes could expand exponentially.

On BPM and Change – Jaisundar

Much the same way, I like to think employees really do not have a fundamental disagreement to the reasons why they need that ‘change’ that is being introduced – that new software, those process changes, those revised roles and responsibilities, those new user interfaces. It may not be any of those at all. It may really be that ‘jarring’ effect of stepping out of one comfort zone into a new zone that they need to warm up to all over again.