Driving Strategic Value with Process Automation
Today, more and more organizations facing aggressive market challenges share the same opinion: In order to be more agile and act faster in response to market changes, companies must understand not only their business processes better and in more detail, but they must be able to change them more quickly. Business processes represent the organization’s key assets. The way a company invents, provides and controls its core products and services depends on its core business processes, and how efficiently these can be managed and adapted to market changes is critical. Therefore, management of business processes and their efficient execution on a large scale is more important than ever.
It is clear that simply automating existing manual processes delivers strong tactical and strategic value. This paper describes the nature of process automation and helps you uncover and pursue high quality opportunities within your organization.
Business process management (BPM) is a discipline that combines software capabilities and business expertise to accelerate business process improvement and to facilitate business innovation. BPM governs an organization’s cross-functional, core business processes. It helps to achieve strategic business objectives by directing the deployment of resources across the organization into efficient processes that create customer value. This focus drives overall top-line and bottom-line success by integrating verticals and optimizing core work. This differentiates BPM from traditional, functional-management disciplines. A key aspect of BPM is having continuous process improvements, perpetually increasing value generation and sustaining the market competitiveness (or dominance) of an organization.
Since 1990, MTEK has helped business leaders address their biggest challenges from re-organizing for long term growth to improving business performance and maximizing revenue.
All of these goals are best achieved by following the primary phase’s fop: business process modeling and analysis, business process automation, and finally business process monitoring.
Services will move to places where they are implemented effectively at low cost. Transport cost does not matter, because delivering digital information through today’s networks is almost free—today’s telecommunication technology is what the railroads had been back in the nineteenth century. Just as with industrialization, organizations will see innovations in three areas: 1. New ways and technologies for implementing services (behind the services interfaces) 2. How perceptive people will invent new business models by using existing services in new ways (new “service choreography” styles), while requesting new services not yet in existence3. Invention by individual people of new services for new businesses, which will again be used by bigger businesses.