It’s true that one of the purposes of BPM is to improve processes, but BPM specifically refers to process improvements of a larger scope. Next, it’s important to consider how the term “process” is interpreted in BPM. A report from Forrester shows that 64% of all companies practicing BPM are placing emphasis on re-engineering customer-servicing functions. In fact, customer-focused activities are receiving new interest from companies as part of their overall BPM strategies. Business process management is a way of optimizing workflows and processes for each of these groups in order to improve the experience for everyone involved with the organization.
They all have distinct but important roles to play in the operation of a business, which means each group has its own processes it must adhere to in order to keep the relationships functioning. They may improve certain aspects of your operations, but it’s important to understand that BPM is much more holistic in its framework.Īt a very basic level, all companies hinge on the relationships between customers, employees, and shareholders. Activities such as slashing costs, automating functions, or improving workforce productivity aren’t necessarily examples of BPM. Therefore, business process management as a concept must relate to this overarching transfer of value between customer and company. All of those things may be necessary in order for a business to function, but they aren’t its core purpose.Ī business exists to provide something of value to a customer in return for another type of value. It makes sense to start at the beginning, so let’s examine the word “business.” Obviously, BPM exists to optimize the functions of a business, but what are those, exactly? A business doesn’t exist to make people money, employ people, or develop specific production methods.