“We see real transformational change through the elimination of as many manual processes (as possible), and by automating these processes through the use of rules engines that support complex decision processes,” Spencer noted. He cited one company that realized a 15 percent annual savings by automating worker compensation claims.

To drive processes, decision-making, execution, and fulfillment to complete “real, real work,” Pegasystem’s Founder and CEO Alan Trefler advocated a “Six R’s” approach that entails: receiving work from a variety of channels, routing it to the right person with the right priority, reporting that enables proactive management to Six Sigma standards, and researching that lets the system find the data necessary to solve a particular project and respond to the correct parties.

“And finally, the most important R is the R of resolve, where you can actually get the system to do the transaction,” either via straight-through processing or by asking relevant parties “only the questions that are relevant to getting that particular piece of work out.

“The result of this again is significant savings, but it's also business agility, because when you make a decision that you want to percolate through your business, you get to make it in the engine and have the engine drive it through the company, as opposed to having to go through the training of some of the other manifestations of more traditional models where the system really isn't smart,” Trefler observed.

“We actually want to make decisions that otherwise you might require experts for, or require a lot of training, and where the process complexity is high.”

Trefler explained how an ideal balance of “process and practice” was achieved at companies such as AllState via the PegaRULES Process Commander, which facilitates what Pega calls “Simply Smart BPM”: an easy-to-use system that decides what work needs to be done, and does it.

“You can get the sort of deep-down business process management, business process analysis that you need to be able to understand what you're doing, control it, and evolve it. That's what we think it means to have "Simply Smart" BPM,” he maintained.

To find out many more ways to gain the benefits of an intelligent implementation of Smart BPM in your company, watch a replay of the"Simply Smart BPM Difference".

About the Author

Gian Trotta is ebizQ's managing editor. Before joining ebizQ, he developed a wide variety of virtual news and community features for Newsday, Prodigy, Time Inc., Excite, About.com and MSNBC.

More by Gian Trotta

About ebizQ

ebizQ is the insider’s guide to next-generation business process management. We offer a growing collection of independent editorial articles on BPM trends, issues, challenges and solutions, all targeted to business and IT BPM professionals.

We cover BPM standards, governance, technology and continuous process improvement, as well as process discovery, modeling, simulation and optimization, among many other areas. We follow case management, decision management, business rules management, operational intelligence, complex event processing and other related topics. We closely track important trends such as the rise of social BPM, mobile BPM and BPM in the cloud. We also explore BPM’s use in functional areas, such as supply chain and customer management, and in key verticals, such as financial services, health care, insurance and government.

ebizQ's other BPM-oriented content includes podcasts, webcasts, webinars, white papers, a variety of expert blogs, a lively online forum and much more.


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