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People central to BPM success

Malcolm Ross, Senior Vice President, Product Strategy, Appian
March 26, 2013

Business process management software and similar solutions often serve as key cogs in an organization's broad business process management strategy. However, organizations that fail to take their workers into account often run into trouble when trying to find success. According to a recent eBizQ report, people represent the most important part of any BPM plans.

Considering the role of workers in BPM tactics

The news source explained that many businesses have gained considerable operational results by using BPM to improve operations. To begin such projects, most organizations focus on what processes they are using, how they can improve their business process strategy, and what they can do to streamline operations in general. In many cases, solution guides like Six Sigma orISO 9001:2000 are put into place. While such overarching operational architectures can pay major dividends, most companies will not be able to maximize the gains of BPM with good methodologies alone. Instead, they need to also consider the way BPM will impact people within the organization.

Citing industry expertKeith Harrison-Broninski?'s book Human Interactions, eBizQexplained that quality processes that do not include people tend to have a limited impact on operations. The problem is that processes that do not include the human-factor often end up being evaluated in overly generic terms. This limits the overarching potential of process improvements and can diminish the quality of processes in general. Businesses that want to maximize their process innovation efforts have to seriously consider how those changes will impact people, and not just employees. Organizations also have to think about how processes will impact customers and stakeholders.

Taking a people-focused approach to process creation depends on focusing more on how any process changes will affect various people involved with an organizations, the report said. This represents a major shift from developing process innovation based exclusively on data and business goals.

Using BPM software to support process goals

A strategic BPM software deployment can enable organizations to focus on people when they develop process strategies. BPM software makes this possible by providing the process automation and data integration functionality needed to streamline workflows across operational teams. As a result, companies can tailor their BPM strategies to employee requirements. At the same time, such operations also give workers the tools they need to focus on customers. As a result, BPM software investments give businesses a natural path to people focused process innovation.

Malcolm Ross

Vice President of Product Marketing