BPM 1.0
The continued evolution of business process management (BPM) has changed the way many companies and government agencies operate. By leveraging BPM suites, organizations have streamlined and automated tasks, reduced turnaround time and helped ensure regulatory compliance. BPM suites have helped financial institutions accelerate loan processing, automotive manufacturers to improve quality, and global law firms to eliminate paper. There is no doubt that BPM has added tremendous value to organizations in virtually every industry. For BPM suites to realize their true potential, however, they must evolve beyond simply enabling structured processes.

According to BPM experts, structured processes account for only 10% of the 'work' performed within organizations each day. The other 90% of work is executed in a completely dynamic, unstructured environment. In order to help organizations become more competitive in this dynamic world, BPM suites must evolve into dynamic systems that define tasks on the fly and allow managers to assign, delegate and track mission-critical work in real time. BPM suites must also become value-added tools for workers, enabling them to quickly and easily leverage the collective knowledge and information assets of the entire organization as they perform their jobs.



Static BPM Falls Short in the Dynamic Work Environment
Today's knowledge workers operate in an unstructured world of emails, phone calls, instant messages and informal conversations. According to the Radicati Group, a technology market research firm, the average corporate email user sends and receives more than 16 MB of data per day, a figure expected to rise to more than 21 MB by the end of the decade. Such an onslaught of email makes it difficult for managers and executives to know what tasks require immediate attention, which assignments have been delegated to others and the status of any given activity. Oftentimes, supervisors are courtesy copied on so many emails they can't tell which are truly important. Senior managers are left with no visibility into the work as it is conducted, and have no way of knowing who should be held accountable when something falls through the cracks. It is easy to imagine a situation where a manager assigns a task to an employee who in turn delegates that task to a colleague. If the work is not completed in a timely and efficient manner, the manager may hold the wrong person accountable due to confusion in ownership.

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