Untitled Document

Business process management (BPM) software has progressed from a niche solution for automating administrative processes to a strategic business tool that is being used to standardize and optimize mission-critical operations.

For organizations worldwide, BPM has become the preferred platform for:

  • Streamlining and automating human-oriented and system-oriented workflows
  • Driving consistency, quality, and standardization of business processes
  • Increasing organizational throughput
  • Ensuring regulatory compliance
  • Sustaining change (Lean, Six Sigma)

Although today's BPM solutions automate and optimize structured business processes exceptionally well, research says that only 20 percent of the work performed by employees each day adheres to a formal or structured business process. The other 80 percent of an employee's work is unstructured or completely dynamic.

Unlocking the value of all types of daily work processes requires extending the same value of traditional BPM for structured processes -- visibility, control and productivity -- to the 80 percent of work that is dynamic. But BPM solutions are designed to support structured processes: workflows that follow formal (rigid, concrete) rules defining roles (who can do what, when), policies (laws, rules), and procedures (interactions, approvals).

"Structured" BPM is perfectly suited for automating formal workflows (e.g. procurement, enrollment, compliance, expenses). However, structured BPM is not designed to support constantly changing workflows (e.g. tasking, action tracking, and project management) that make up 80 percent of the average employee workday.

As a result, knowledge workers (today's white collar production engineer) naturally turn to e-mail to manage dynamic work. E-mail has literally become our day-to-day anchor for initiating, tracking, and completing dynamic work or "Taskers."

While it is a tremendous productivity tool, e-mail in turn can result in a world of noise. E-mails pile up. They can have too much or too little information to quickly determine status and results.

E-mail has:

  • No control over who sees what
  • No status visibility for executives
  • No real way to hold personnel accountable
  • No way to prioritize


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