5 Golden Principles of Process Management

Yasin Kürşat Bahadır

The growing workload and complexity driven by global competition, along with the need to act quickly, are forcing organizations to change their cumbersome hierarchical structures and turn them into process-oriented structures focused on customer satisfaction. In today's relentless competitive environment, we see that companies with a business process management (BPM) culture take their place at the top. Evolving technology leads organizations that have embraced this discipline to the following question in pursuit of their goals:

"What skills, techniques, behaviors and attitudes will help organizations with a BPM discipline create value?"

Here are 5 core capabilities in BPM for 2020:

Digital Transformation - Creating Value Through Process: The value of digital transformation is realized through new or significantly improved processes. That is why BPM is the main enabler of successful digitalization initiatives. Aligning digital technologies, people and physical products to capture the best value within a given business strategy requires integrated process analysis and design skills. Transformation results are sustained only through ongoing Process Management activity. That is why the ability to build and apply a BPM culture is extremely important.

BPM 4.0 - Supported by Digital Accelerators: Organizations adopt fourth-generation BPM supported by digital accelerators such as simulation tools, process mining, e-learning or digital transformation management tools. New and improved BPM capabilities deliver significant value by simplifying processes and aligning them with strategic goals quickly and with minimal risk. Organizations therefore need not only to use such digital process management tools but also to develop the ability to combine them for the best results. .

Intelligent Automation - Business-Centric and Agile: Business results are achieved through a combination of suitable automation components such as robotic process automation (RPA), optical character recognition (OCR), machine learning (ML), artificial intelligence (AI) and other traditional applications. This is about systematically automating business processes end to end with agile approaches and delivering fast results. It also helps understand and plan the impact of automation on the business, including the development and use of automation technologies and digital reference models. It brings speed and standardization to digital processes.

Stakeholder Experience - An Outside-In View with Integrated Experience Planning: Looking at processes from the outside helps us set our best improvement targets. It is also an important part of transformation initiatives. A "Customer Experience Mapping" approach integrated with core processes is a good tool for this. In addition to customer experience planning, supplier and employee experience maps are increasingly used to get the best results from an organization's key stakeholders. Besides experience mapping skills, integrating these maps with core processes also requires improvement skills.


Process Governance - People Are the Key: The limiting factor in improving process performance is not digital technology but people. Process governance provides the guidance and the right degree of freedom people need to reach their full potential. This is necessary to resolve complex exception cases, to align through managing a mixed workforce of people and robots, and to keep track of processes. Proper process governance defines roles, responsibilities and management processes. Digitalization and a volatile business environment are pushing organizations to give this topic more importance and develop the appropriate skills.
 

Reference:

www.bpm-d.com

Sources

https://www.ibm.com/think/topics/process-improvement
https://www.ibm.com/think/topics/process-optimization
https://www.ibm.com/think/topics/business-process-management