The Insider's Guide to Next-Generation BPM
By Deb Miller, Director of Market Development, Global 360 , 12/09/2009
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Are organizations obsessed about being rich and thin? You bet. It's as top of mind for today's business and government leaders as it was for international jet setters back when the Duchess of Windsor first coined her iconic phrase. To prove the point, consider McKinsey 's 2009 executive survey where results reveal the top two steps companies are taking to manage through the global economic turmoil are: (1) reduce operating costs and (2) increase productivity - in essence, to become richer and thinner. So how do you effectively make changes to your enterprise to improve costs and productivity? Business process management is worth considering.
Here are three proven BPM practices to help you succeed:
Go where the wild things are
Over the past decade, improvements have been made automating order-to-cash processes using tools like EDI (Electronic Document Interchange), ERP systems, and financial application packages. However, these tools do not significantly help where documents and decision-making must span system and organizational silos, and straight through processing is not possible or practical. In these circumstances, untamed processes form to fill gaps among the primary end-to-end business processes and act as bridges between departmental process silos. Case in point is the claims dispute and settlement process between consumer goods companies and their retail customers. This "untamed" process area is a perfect target for applying Lean disciplines along with BPM to focus on value to the customer. With this approach you can combine relevant document content and intelligent workflow to create an effective decision making environment.
Case Study: Before applying BPM to its accounts receivable claims process, Revlon struggled to keep up with the workload of its high claims volume (over 1000 per day). The financial impact was significant with chargebacks amounting to fully 20 percent of gross revenues. Credit claims processors were over-burdened and were often unable to review clams or contest them if appropriate. The document collection process by itself took 30 minutes on were over-burdened and were often unable to review clams or contest them if appropriate. The document collection process by itself took 30 minutes on average per claim. In implementing BPM, Revlon reduced processing time by two-thirds, giving the company the opportunity to process all claims at a net reduction of employee time of over 50 percent.
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Best Practices in Moving Processes to the Clouds
How Can the Cloud Fit Into Your Applications Strategy?
Cloud Data Integration Best Practices
The Economics of Cloud Computing
Data Services Insight: Successful implementation of Canonical Information Models
Measuring the ROI from web experience management 
Disaster recovery virtualization vs. cloud
Prescription for Pain Alleviation: Transaction Path Detection and Management
Business Process Assurance: Ensuring Critical Business Processes Are Executed Without Disruption
ebizQ editorial highlights and updates, compiled by Site Editor Anne Stuart
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Time:13:00 PM
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Date:Apr 07, 2010
Time:12:00 PM
ET- (16:00 GMT)
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