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Irrespective of how innovative and forward-thinking an organization may be, however, it also has to deal with regulatory and compliance solutions (or "governance, risk and compliance" - GRC). Whether mandated by government, industry, or by internally-driven standards, regulatory compliance solutions help companies manage their exposure to risk and ensure they are operating within legal and organizational guidelines.

Managing regulatory and compliance solutions is, however, complex. Businesses are made up of many parts, most of which operate according to their own set of KPIs and deadlines. In rare instances these different groups integrate tools, processes and strategies.  Into this scenario, fortunately, comes business process management (BPM) which is equipped to take issues like GRC and facilitate adherence to standards and guidelines.

GRC affects different businesses in different ways. There are highly regulated industries (life sciences and financial services, for example) which must comply with very strict policies− and there are others that are more concerned with ‘general’ compliance. Almost every organization will fall into one of the following three categories:

Universal Regulatory Compliance

To some degree all businesses have to concern themselves with (some level of) regulatory compliance. Not only do they need to create processes that satisfy policies and regulations, but each time a process is executed — each time an invoice is issued, an expense report is submitted, or a new employee hired — the actors, actions, and documentation regarding that process must be shown to clearly be operating within a set of guidelines. While the people and actions may appear to be unique, regulatory requirements are universal to even small organizations.

Industry-Specific Compliance

Some industries are known for the vast array of regulations and policies they insist on. Often these regulations have come about as a result of those same businesses operating previously without such policies. (Think mortgage industry in the 90s). In other cases, like life sciences and pharmaceutical companies, the lack of adherence to strict policies can have disastrous repercussions.

Routine Audits

An inescapable fact of the business world today is the audit process. While audits may appear to be a distraction from day-to-day business, they are necessary to ensure regulatory compliance with accepted policies and regulations. For businesses that operate according to those policies and are able to report on them, audits are usually not a problem. Preparing for an audit, however, can be a challenge.  Auditors want to see proof of compliance. That generally involves documentation. Businesses need to have the proper documents available and ready as part of the audit process.

No product can, by itself, ensure that a business is and will remain fully-compliant. It is up to the business managers to create a strong ethical culture and to develop clear and consistent rules in line with legal regulations and corporate values. Where BPM software can help, however, is by turning culture and policy into compliant, robust processes. Strong, compliant processes are the best predictors of a healthy and growing business.

Obviously, there are a lot of different approaches to managing regulatory compliance solutions. One of them is our BPM Compliance Edition of Process Director. It was developed to help highly regulated businesses address their regulatory compliance challenges. With Process Director as a key partner, organizations can flourish even in the face of ever-changing regulatory and business conditions. Check us out. We’ll be happy to chat with you further about your compliance needs.

--Chris Parker, Marketing Manager

There are a lot of perceptions about how productivity and business goals are handled by organizations. Most view attempts to gain efficiency as the domain of IT but it turns out it is not solely the result of implementing technology. Efficiency is also attributable to how all groups in the company collaborate to achieve  growth.

While this kind of thinking makes a neat delineation between the business and technology sides of an organization, it is short-sighted in failing to recognize that technology does not operate in a vacuum. Rather, it is the CIO and the IT department that are driving business growth through technology solutions and, most importantly, business process management.

IT is no longer the invisible place where requests are sent and solutions magically delivered. Rather, IT is firmly ensconced in what goes on within the business— and IT leaders are integrated into business planning so they can deliver better, more purposeful solutions.

Some enterprise applications can markedly reduce the time employees need to spend on specific tasks. Taking less time and using fewer resources to achieve desired results creates the kind of efficiency that all companies seek to achieve. To achieve those results requires an IT leader who can identify the solution that can do the job, encourage collaboration, integrate successfully with existing applications (and the company’s security infrastructure) and be acceptable to stakeholders. After all, with the right mix of applications and tools, an IT department's actions can contribute to reducing costs and increasing efficiency.

Most companies enable IT managers to make the changes necessary to enable the organization to become incrementally more successful. But organizations that seek excellence and want to grow more dramatically have come to rely on a different kind of IT manager: one that knows both the technology AND business requirements needed to achieve revenue growth. One of the ways this happens is through building a business process-based foundation, on top of which tasks and activities move fluidly towards business goals.

Progressive IT managers recognize that irrespective of how work is inputted, transacted and delivered, processes and workflow are always key to their work. Understanding how workflow software and BPM software impact business goals demands that these IT managers first understand the various parts of the business and their goals. With that knowledge, they can lead the effort to make changes rather than just respond to what C-level execs demand of them. A deep understanding of the organization, how all the pieces work together and their goals enables IT to create BPM solutions that will actually be used. This is an important distinction because without new tools and strategies, no advantage can be gained.

BP Logix customers are building solutions that address a variety of business issues —and Process Director is at the heart of how they address them. The product is a tool for business users as it is inherently capable of mapping specific business requirements to actual outcomes without having to invoke the skills of a developer or architect. It is also embraced by IT as it lightens the load of IT, enabling them to address other applications and requirements, while still satisfying the needs of the business.

Process Director is also able to operate beyond company walls so events and actions that benefit customers, partners or other third-parties can become part of processes and workflow. The feedback we receive repeatedly is that Process Director provides the flexibility and comprehensiveness that a single application simply cannot touch.

When IT departments deploy Process Director, they emphasize both business and technology goals equally. The act of establishing business processes instills a sense of what is possible because it breaks down any walls that might exist between the tech and business sides of the enterprise. Interestingly, BPM then becomes a rallying point for business growth. IT leaders can evangelize the notion that the company is prepared for anything because the business foundation is built on a tool that is optimized for business growth. That becomes a powerful weapon for the organization.

Business processes (BPM) takes the best of your enterprise applications and makes them both measurable and sustainable.

Many years ago Peter Drucker, the great management thinker, predicted the rise of what he called the "knowledge worker". As evidenced over time, Drucker was truly a thought leader. Today, we can acknowledge that we have arrived at “the place” Drucker envisioned: a place where almost all jobs require some element of knowledge work. Yet it is not true that everyone with a computer on his or her desk or a smartphone in his or her pocket qualifies as a knowledge worker.

The rise of the knowledge worker has also led to an impetus for business process management (BPM). BPM enables people to access more data. That, in turn, can facilitate new insights for knowledge workers who might not ‘normally’ have access to that same data.

Most enterprise applications run better and more efficiently when used by those who have what we call a ‘process mindset’. Of course, there are a variety of ways to use BPM to gain that process mindset and the insights that are derived from greater access to more kinds of data.

Case management software is a prime example. When case management software is paired with BPM software, business users can build, modify and manage sophisticated digital applications in a human-directed way. Case magnifies the effects of BPM because it is an agile way of integrating data from disparate sources and managing how it is used. As a result of detailed analytics, case management provides information that can be used to derive additional insights.

The true impact of BPM case management is best understood in the context of workflow. The market has a lot of BPM-only tools that rely on the "if, then" concept. They have been developed to manage sequential, time-driven events and operations. Yet many processes are more complex in what they deliver, who they touch and how they handle obstacles and changing conditions.

This is an important differentiator for case management because it is framed around processes that are not necessarily beholden to a timeline or a sequence— but are more often about the logic and actions taken within the process. A well-constructed adaptive case management solution can take into account things like business data (through the integration of information from different sources), business logic, deadlines, and insights derived from the data.

It is important to think about case management not as a "thing" like a project or a folder. Rather, it is the accumulation of all the elements that comprise the activity, all formed around the varying aspects of an issue, or case. The beauty of case management is that the goal is known, the premise understood, yet there is flexibility to pull in the necessary information so as to make better decisions based on deeper insights into the issues one is trying to solve.

Consider, for example, how a decision is made using a simple "T-Chart". We have all, at one time or another, sat down to weigh pros and cons of a T-Chart. To do that, we have to frame the outcome and provide details based on what we know. If it is buying a car, well, we know what we care about most that will sway us in making a decision. If gas mileage, air conditioning and color are critical, we would put them on the list. Maybe we do not care about cruise control and seat warmers, so we can exclude them. If cruise control contributed to gas mileage, and if better gas mileage could give you a better rebate, would that be a factor in your decision? All features have to be assessed and factored in at times independently, and at other times, collectively. A T-Chart (and most human brains), is incapable of calculating so many interconnected variables. Case management, however, is designed to do just that, and by doing so, provides users with an advantage in terms of perspective and understanding.

Peter Drucker also said, “The basic economic resource - the means of production - is no longer capital, nor natural resources, nor labor. It is and will be knowledge.” If you apply that to today’s enterprise, you will recognize the difference between data and, as Drucker says, “Knowledge.” Knowledge brings understanding, and understanding leads to a better decisions.

Case management is a methodology that can help organizations better address and use the information it collects. In so doing, BPM case management solutions enables companies to optimize their most prized asset.

The exciting news is that I’ve been given approval to implement workflow and business process management across our entire organization and find a vendor to partner with. After a lot of internal evangelizing, I have executive support to make it happen! I have accumulated a lot of great insights from colleagues about the functionality we need, and now have that most critical piece...budget!

I feel like I have already spent a ton of time on this, and we haven’t even started looking at products. So, for this next phase, I'm evaluating all manner of tools and applications, seeking the right solution for my company, and taking into consideration products (and their viability), appropriateness for our company, price, time-to-deploy, and the ‘fit’ with the vendor. Our goal is to ensure that we can get more work done faster, with improved communication and better results. We will certainly do our due diligence, but there are a lot of moving parts.

It is not hard to find software applications that are labeled as "BPM" or "workflow". There are lots out there. Since I’ve spent considerable time learning about the needs of different groups within our company, I have a specific set of requirements based on those BPM and workflow needs. First and foremost, the product must meet our standards and desired goals: 1) Increase efficiency in our operations, 2) Streamline how work is accomplished, 3) Improve collaboration, and 4) Expand our (collective) business insights. More than anything else, of course, it needs to address our business issues— but has to do that without creating extra layers of work. In other words, this workflow solution should help us get the right people involved, give them the ability to make decisions based on better information, process the results of those decisions, trigger each step in the process, and provide a track record of what transpired. Whew!

In evaluating vendors, one thing that stands out is how many say they provide BPM and workflow tools, but on deeper inspection, it looks like that's not actually the case. Instead of offering a unique workflow solution, many of these companies have what appears to be a workflow-based engine that was intended to work specifically with some other application; maybe ERP, CRM or SFA. That’s not what we are looking for— and I can spot an inadequate solution within two minutes into a demo.

Part of my evaluation is based on WHAT the product does, but also WHO the company is. This is not a pair of shoes that we are buying. I need to know that I can trust the people behind the product, that they take pride in what they do, and that they are easy to work with. After all, we are betting a major part of the foundation of our business on this.

I have taken part in a few demos and it is striking how most begin with a PowerPoint and 45 minutes of talking (a vendor monologue…) What I am looking for is a team who listens and wants to know my story. I want them to be honest and forthcoming, and to understand how they can help me and my company, given our unique characteristics.

The right vendor will be able to give me an accurate portrayal of what life will be like with its solution, and can address these questions:

• Can the product they provide address processes both across all internal groups and externally to third-parties? How is integration and collaboration handled?
• Does the product they provide improve workflow as a result of HOW it will be accessed?
• Can the product they provide effectively facilitate workflow and processes through mobile, social and other types of digital interaction?
• How much functionality does the company offer relative to electronic forms? Do they have the ability to accurately be called "smart forms"?
• What is the ease of building apps and forms? Can non-developers and business users participate in creating and modifying processes?
• Will I be able to take advantage of predictive capabilities with the product they provide?
• Are there data and analytics capabilities that I can use to better understand how my processes are performing?

The answers to these questions will determine how we move forward and which vendor we choose. We want to start with a conversation and a dialogue, though, not sit through a one-size-fits-all presentation. My hope is to find a vendor who is interested in more than my purchase order. I am looking for a partner that is invested in me achieving the results we need. If I can find that company, then I know I will be closer to project success.

Summer has finally arrived and with it come opportunities to catch a wave, dig your toes into the sand, grab a cold one, and decompress. If a nearby beach is calling your name, we'd like to send you off with that long-standing tradition of loading up on workflow-related material for your beach reads. While the beaches are filled with teens frolicking to summer grooves and kids kicking sand into your guacamole, you'll be content and ready to re-charge, as you ‘entertain’ yourself by flipping through some of the finest thinking on how BPM software and workflow software are changing the way the world works….

In all seriousness, it's true that we usually don't take time to ‘learn’ because we're so heads-down in "doing." It becomes easy to stick with what we know, but summertime gives us a reminder that slowing down and looking around usually presents some interesting opportunities.

We think about BPM and workflow all the time, and our website is loaded with best practices, knowledge and BPM resources to help you become smarter about BPM solutions and methods that can impact your business. For the purposes of convenience (and not to overwhelm you), we've chosen a few key pieces to help you better understand how BPM and workflow actually work, how to prepare your organization for using them, and what you can expect to gain. So here is the essential list of BPM and workflow beach reads (and your cue to grab that cold one):

1. The Project: Process Pat and the Journey to Process Improvement
This blog series follows Process Pat as he embarks on a path to improve his company's decision-making and outcomes by using BPM and workflow. Part 1 shows how Pat introduces the project to colleagues, then follows with how he gets executive approval in Part 2. In Part 3, Pat uncovers some important truths about how things get done within his company. This impacts how he proceeds with his project.

2. BPM Means Business. So Does Workflow.
This blog provides an understanding of the differences and similarities between BPM and workflow, and how different types of organizations benefit from them.

3. Business and the Clock: Workflow and Time
Time can be both the greatest asset and, potentially, biggest enemy, of any business. Failing to meet a schedule or not delivering on expectations can be disastrous. This blog explains the importance of having the element of time included in your BPM and workflow solution.

4. Business Process Outcomes: What an Enterprise Should Expect for Its BPM Investment
The blog outlines seven key outcomes that an organization should expect after implementing BPM. It provides a roadmap for ensuring success and driving towards important business-process improvement.

At this point, you should be well-versed in the language, trends and key elements of BPM software and workflow software. Feel free to grab another cold one, catch a wave, and start a process. Cowabunga!

I have been in “learning mode” in recent months. Over the course of numerous meetings and strategy sessions, I have spoken with team leaders and executives across my company to secure approvals and obtain executive buy-in. Those were important steps in moving forward with implementing our BPM and workflow solution. Those conversations have enlightened me about critical changes that need to take place in order to make our company more efficient— and I feel validated that many of these issues can be solved by deploying workflows and applying best practices.

An important takeaway from all of this work has been to help me build requirements for the kind of solution we need. At our size (we are currently at 4,400 employees, but growing monthly), with our geographic distribution (we have offices in five countries, and do business through partners in 16 different countries), and based on our organizational structure, I realize that we have to be specific in the solution we choose. It needs to address issues that are particular to our company.

Now, I realize that every group in the company thinks its concerns and priorities are special. Some can trot out pages of requirements, while others think along the lines of, "Just give me something to speed up the approval process." Irrespective of what they need, I was struck by how well they could all articulate their needs. Clearly, some things have been missing and a solution is sorely needed.

My exploratory phase was based on a parallel line of questioning to business owners within my company. I needed specific information such as: 1) What process elements do you need to be more successful in your job right now, and 2) If technology could change how you do your job, what would that technology look like? The answers were surprisingly consistent across different groups in the organization, and everyone I talked to was focused on outcomes. It was obvious that my colleagues are wanting to see improvements occur as soon as possible, but they are also willing to be patient while they build a foundation that delivers success longer-term.

As a result of feedback from colleagues, I will be looking at a solution based on process automation and workflow, but one that also addresses some of the more intricate elements of "getting stuff done." I expected to review piles of whitepapers and watch endless hours of product pitches before arriving at even a few potential solutions. I was surprised, however, to learn that most BPM and workflow solutions do only a limited number of things. They say they do them really well —but they don’t appear to have a lot of flexibility in their capabilities. So, I have a couple sales calls lined up with interesting vendors, and these are the things I am going to press them on. I know that once I find a solution that can address those specific things I will have what my organization wants and will get on board with:

A tool for businesspeople
We have a fantastic group of developers in our IT organization, and I am impressed with the work they do. But they are busy, their request queue is far too long, and many of the items on their list require way too much communication with the business owners. I would rather have our IT team focused on addressing business-critical issues anyway, rather than making changes, for example, to drop-down menus on internal forms.

My experience tells me that if we, as business owners, could change and update our forms and processes ourselves, our company could save a significant amount of time (and money!). In fact, it seems that as processes get further away from users, the quality and capabilities of the solution are often less-than-exemplary. We want to avoid outdated hierarchies of responsibility. The reality is that our business should not have to wait for IT to fix our processes. For one thing, this creates a huge game of organizational "telephone" where requirements are created and a team organized. Unfortunately by the time the developers start working on a solution, the original needs are often misunderstood. Even if requirements are met to the letter, there's a nuance to knowing what you want, and the business owners are the ones best equipped to spell that out.

We are seeking a users’ tool so that we can demonstrate greater time-to-value from our processes and business operations.

The ability to see beyond a "to do" list
Especially in today's fast-paced business environment, time is a critical element to an organization's processes. The ability to anticipate activities and deliverables provides a unique and competitive advantage. This means changing from a "wait and see" environment to one where predicted outcomes can result in better planning and more realistic expectations.

The best way to make educated predictions as to what will become of our resources, processes and activities is through intelligence derived from our very own processes. Probably the best intellectual property in our organization is contained within the data and decisions that form the basis for the business processes we operate very day. Analysis of that data can help keep projects moving forward, as well as to suggest when adjustments need to be made due to timelines and milestones not being met. A tool that delivers this will help us be more nimble and adaptable.

Timeframes to keep the organization on-task
Our business goals change from quarter to quarter, and we need to complete projects and deliver results based on these timeframes. I have been surprised to learn that many business process tools emphasize the process as if it existed in a vacuum. Those of us on the front lines know all too well that the results of these processes are what allow us to be successful— or show that we have failed.

The processes we operate need time-based goals and milestones that can be tracked and managed. Irrespective of how long something takes our feeling is, that at some point, deadlines, timelines and accomplishments rule the day (more than the processes themselves.) The work that people do needs to be understood in terms of how long it will take; a timeframe can be used to set expectations. Just ask anyone who's had to deliver something by the end of the quarter and they'll gladly validate the fact that, as Benjamin Franklin famously said, “Time is money.”

I have planned calls this week with different vendors. I expect to get the hard sell from at least one of them, and that’s alright. They have a product to sell, and I have a need. But I will be looking for a vendor who will listen to my needs, seek to understand my situation, and help me identify a solution that enables me to create a solid foundation on which I can grow my business.

All organizations operate according to a certain level of “group think“. That's not necessarily a bad thing because we all want employees focused on the same goals and adhering to similar work styles. As much as we don't want to admit to any amount of “Orwellianism” in our companies, while all of our employees at my company are equal, some are more equal than others. Those who are not equal are who we call ‘the executives.’

I do not mean to suggest that there is any unfairness. On the contrary, my company is a very democratic place. Irrespective of where ideas come from, they are valued and evaluated based on merit, not on the pay grade of the person who suggested them. And it is because I work in such an egalitarian place that I have a shot at getting my workflow project approved. I’ve done my due diligence, a ton of research, and already started to look at some vendors. My project proposal will, I believe, be rewarded with a green light to move forward.

We all know, however, that there can be a lot of yellow and red lights after receiving the initial approval. Issues are bound to arise, we may need more resources or encounter unforeseen hurdles; any number of potential challenges may rear their ugly heads. To help pave the way, I need an executive who will champion our cause and intervene when needed. Perhaps even knock down doors when my voice is not being heard. Executive buy-in and support is critical to my workflow project being successful.

I have learned that it is critical to find one or two executives who see the merit in my project and recognize the long term benefits. I also understand that they don’t need to be workflow experts; they don’t even need to know me all that well. What is most important is to align with the execs who have a vision for our company and who value innovation.

The first thing I had to do was to realize that although my business card says, "Director of IT", I'm also a salesman— and I have to evangelize my plan in order to get executive backing. So, I organized my plan into the requisite sales tools: a PowerPoint that highlights my goals and plans for achieving them, a spreadsheet that shows cost savings, and flowcharts that show before and after scenarios. I'm trying to paint a picture of what our organization will look like after the workflows are implemented. But I am also demonstrating that our entire organization could be different. And not just different — better!

There are many execs here who are enlightened and progressive and ultimately champion projects that will bring about change. At the same time, these are busy people with lots of demands on them, so if I waste their time, I may not get a second shot to plead my case.

In a way, I am proposing a partnership. Clearly I will have to do all the work. But knowing that I will have an executive champion to see this workflow implementation project all the way through is invaluable.

I am taking these messages to the executives I think can support and advocate for my workflow project:

1. Value: Implementing workflows will result in an improved and more efficient way of handling our business processes. I know it because I live in a world consisting of both written and ad hoc ways of doing our ‘business’. I recognize that having workflow will provide a framework for improving our decision-making, managing our assets, and providing the collaboration we need to become even more successful. Workflow will even help us anticipate when and where we can expect to see shifts in our business so we can plan accordingly. This provides insights (I call it value) across the entire organization — and I can make a very profound case for how we can do this.
2. Savings: With greater efficiency comes a reduction in resources we have to apply. Workflow will enable us to include documents needed for validation and/or approval which means less time spent retrieving assets (later) to make decisions. We can target stakeholders more closely and with greater accuracy, eliminating wasted time and reducing roadblocks. The workflow solution I'm evaluating even integrates with social media so I can incorporate different types of communication to ‘meet’ stakeholders however and wherever they operate.
3. Growth: Ultimately, all companies want whatever is implemented to be sustainable. Certainly my executive champion will want that to be the case. (This is where I have already felt enthusiasm among the C-level execs with whom I have been talking.) They have the foresight to see how an investments made now can pay off in the future. In their minds, standardizing operations and creating a solid foundation on which to build for future growth trumps the (sometimes cultural) changes that may need to be made to get us there.

With my proof-points in hand, I have already set up meetings and will start to do my internal "road show". My hope is to identify one or two executives who have the vision and political capital to help us move forward, and act as my consigliere throughout the course of the project.

Business is going really well at our company. We have seven consecutive quarters of significant growth, dramatic improvement in margins, we are hiring good people, and morale is great. In the midst of this, the last thing anyone wants to do is kill the momentum. Which is why, if I don't nail the project I'm planning, I could easily become the guy who ruined all the fun.

The truth is, I think we have the potential to improve. Even with all this success, I see areas that would benefit from business process improvement— in areas like how we manage tasks, how we communicate, and how we make decisions. I see this from the perspective of an employee whose work depends on business processes and workflows. Yet, as Director of IT, I also know that with the right solution, the right internal buy-in, and collaboration, we can improve on how our company achieves its goals. If I can get agreement and support to drive a project that identifies and implements a business process improvement solution, I have no doubt that every department within the company will get on board.

It is interesting how success can sometimes breed complacency. Some might attribute it to the "if it ain't broke, don't fix it" syndrome. In other words, since business is going so well, why introduce something that will require ‘change’ and modify our business operations? My vantage point tells me that this is precisely the right time to make a change. We are already running efficiently and have a focus on our goals. Some could translate that as we're already where we want to be. Yet, I’m sure we can do better.

So the challenge is for me to sell it. I need to get senior management to approve and support the project. In fact, I even need them to champion it. The first step, however, is to get my CIO and other executives to recognize that this is not the time to sit on our hands. I need them to see that with action, we can prepare our company for a future where we can replicate the things we are doing well right now— and even do them more effectively.

In order to get their approval and for me to then be able to move forward, I have to explain it in their terms. I need to inform and persuade our executives by focusing on outcomes. I want them to see the critical improvements that our company will realize with the implementation of this kind of thinking (yes, I need to talk to them about business process management), and I also need to assuage any concerns they have. My approach will be a mixture of salesmanship and exploration. I recognize that in the course of doing this, I will also learn more about the issues they think are important, and ultimately, I may bake those into our solution.

These are the issues I will address in order to get executive approval:

ROI: As they say, accentuate the positives. Our executives need to answer to their Board and investors; their performance is based on how well they manage costs and increase revenue. I am doing a fairly rudimentary cost/benefit analysis that demonstrates significant cost savings from deploying a robust BPM solution. It includes estimates of reductions in the number of hours employees spend on time- consuming tasks, the impact of faster and more collaborative decision-making. And because I am looking at a BPM solution that doesn’t require coding to create processes, my ROI shows significant savings that will come from avoiding the IT application queue (plus having the ability to create, modify and manage their own processes.)

Empowerment: Executives love it when people can do more. A BPM software solution, especially one that does not require IT to build and manage processes, empowers employees to improve their workload by creating more efficient ways to accomplish tasks. I know they will love to learn that we can reduce the IT burden and give staff the ability to build, implement and manage processes. That means there will be cost savings and change management all in one.

Risk mitigation: There are always concerns, with any new BPM or workflow software, around allowing access to company and customer data. I completely understand that! If our data falls victim to a hack or security breach, it could have a major impact on our brand; if customers cannot trust us, they will not remain customers for very long. I have already built in tight security controls for our network and our environment. To ensure that our BPM system will be secure, I have developed specific guidelines for usage and access, and, with the solution I'm proposing, I will be able to monitor usage trends and behavior.

Automation benefits: Most of our business activities consist of repeatable processes. The issue is finding time to actually codify them as processes and commit them to how people work. In my company, even the C-level execs are frustrated with the length of time it takes to accomplish certain tasks. I am going to demonstrate what a BPM solution with workflow automation capabilities can do to automate certain tasks, thereby reducing red tape and increasing efficiencies across the organization.

My work is cut out for me. Our execs, like all execs, are a demanding bunch— but that is why I like being here. I want them to really poke at my project because it will ultimately help me create a better plan.

I will be back shortly...and I will let you know if I got the green light. Wish me luck!

Continue The Journey

The Project, Step 2: Process Pat Seeks Executive Champions

When people first look for a solution like Process Director, they use search terms like, "BPM software" or "workflow solution". They are correct in thinking that way, and those search results will serve as a starting point for who we are. At BP Logix, however, we are a BPM company that thinks of what we do as using BPM and workflow to help organizations become more efficient —and ultimately create more value.

Our goal is to help you make your company a better version of itself. The toolset we offer delivers business process automation, workflow management software, process timelines and a host of other capabilities. Some see these as being different types of solutions, as if BPM was independent of workflow. Some companies may choose to implement solutions in that way— however we know that, irrespective of what a solution is called, it must address the organizational and automation needs of its customer. For BP Logix, BPM, workflow, and automation are all intertwined to create a platform that facilitates business growth.

To be candid, there are differences between BPM and workflow. BPM is more comprehensive; it considers dependencies and the entirety of the business and can do more than simply manage those things. It can also analyze them, anticipate their outcomes, and encourage thinking as to how to do things better. Workflow is more tactical. With workflow, you can ensure that the processes you want are acted upon and your business goals are achieved. At the end of the day, however, BPM is most effective when its purpose is tightly integrated into the functionality that workflow provides.

Process Director was developed to offer a complete BPM solution that combines BPM and workflow, with the goal of simplifying and codifying how business gets done. Working together, BPM and workflow strive toward simplification as the goal. To achieve that goal, however, the foundation of a robust and reliable BPM and workflow solution must be an attempt to create an optimal future. That foundation must be able to deal with different strategies— agile, waterfall, checklist.

Irrespective of how it is done, there comes a point where the differences between BPM and workflow are irrelevant. The reality is that, for every possible business outcome and consequence you have not considered, this foundation will enable you to simplify and manage it to meet your business goal.

We encourage customers to be very specific about their goals for BPM and workflow— but to also be flexible in how they use Process Director to achieve them. Consider these as guiding principles:

Who is participating: Who are the main stakeholders — what do they NEED and what will they REQUEST? Those are different, and you need to be judicious in what you agree to deliver. Part of your job will be to get them to understand the macro nature of your project, not just the part they plan within it.

Identify potential risks: In a linear and interconnected way, think through where you anticipate pain points —and contemplate how to avoid them. Consider if these are likely to restrict the business or put it at risk, or if they are just roadblocks. BPM and workflow can overcome roadblocks. Major risks will be dealt with by your legal team.

Keep purpose in mind: You (may) have to get stakeholders to step back and remember the ultimate goal. And you and the project team must remember to ask yourselves repeatedly, "Is this action leading me towards our goal?” If you do not ask that, you may end up moving the project in directions you never intended to….

Integrate business and IT goals: There is a need to align business and IT goals. Reaching a successful outcome for those two functional areas may involve different skill sets and requirements. That is perfectly normal and expected, as there is a symbiotic relationship between IT and business. Ultimately they are both trying to achieve results that are complementary. Make sure, however, there is an effort to articulate goals (and acceptable practices for achieving them) from the start.

BPM. Workflow. Working together, and with a definitive purpose within an organization, the right solution will have a dramatic, positive business impact.

Spring is in the air, and for students, that means that freedom is close at hand. Although their plans may include summer jobs, internships and vacations, college administrators are using this time to re-tool and plan for the coming academic year.

Establishing and maintaining processes for the diverse activities that occur in a college environment is critical to helping students become successful, as they prepare to navigate school and life.

Colleges and universities live by a rigorous calendar that includes many repeatable process activities. Having a business process foundation underlying these actions enables the institution to run smoothly, servicing the needs of students, professors, vendors and other stakeholders. From enrollment to course selection, student services to employee management, the entire college experience (at least, for those responsible for operations and management) requires participation, collaboration, and effective repeatable process management of records and processes.

Let us consider the situation that most institutions of higher learning are in: they are not-for-profit (money is tight), their deadlines are driven by a strict calendar (one that cannot be changed if something goes wrong), they serve a diverse population (students with different needs, from different backgrounds, all with different expectations), and are beholden to a noble, but somewhat vague, goal (create a more educated citizenry). Imagine creating a business plan that has this kind of backdrop. Venture capitalists would run in the opposite direction.

While this scenario might look unwieldy and insurmountable to some, for smart colleges — those that have deliver a great education while existing on a solid foundation of organizational best practices — operating with process efficiency and generating solid results means the same thing as it does for a Fortune 500 company. As with any well-managed and forward-thinking organization, for colleges, BPM software and workflow software are critical tools.

BP Logix has worked with a number of colleges universities and technical colleges, gaining insight into their needs and expectations. Davis Applied Technology College (DATC) in Utah has a goal to continuously innovate and improve, whether delivering programs to students or services to support staff. Recognizing that it had cabinets filled with paper forms —and processes that would benefit from workflow automation— the IT team reviewed its requirements, scope and criteria, then issued an RFP for a repeatable process automation solution to automate its processes and more effectively manage its forms and data. Determined not to build the solution in-house and with the support of the President’s Council, DATC selected Process Director BPM software.

DATC then rolled out the repeatable process management solution to a number of departments. In student services alone there are already 17 completed processes with five in the queue. In Finance there are seven processes. In HR and IT the progress is equally impressive. The Director of IT paid us a compliment when he said, “Knowing where our business processes and workflow are without having to chase them down is invaluable. What used to take days is taking hours — what used to take weeks is taking days.”

Columbus Technical College is one of 28 colleges in the Technical College System of Georgia, and its focus is on providing education for the 21st Century workplace in areas like healthcare, business, applied sciences and general studies. Columbus serves about 4,000 students per quarter and operates on an $18 million budget. CTC’s innovative IT department identified BPM software and workflow software as essential elements in solving a long-standing issue: repeatable process management of the vast amount of information required for approvals and decision-making for all types of issues.

The IT group recognized a need to eliminate manual routing of data and documents and replace it with an automated system. They evaluated a number of repeatable process management solutions and decided on using Process Director. As a result, they have been able to streamline business processes on campus—and provide enormous benefits in terms of information access, efficiency and cost savings.

The lesson for today, students, is that irrespective of what the organization does, it has goals, and operating with greater process efficiency while reducing complexity is among them. BPM software and workflow software are proven repeatable process management solutions that enable institutions to ‘do’ business more effectively and remain focused on their greater purpose, no matter what that purpose is.

Ready to see for yourself?  Contact us today and schedule a free workflow software demo of Process Director from a BP Logix BPM software and workflow software expert.

Spring is in the air, and for students, that means that freedom is close at hand. Although their plans may include summer jobs, internships and vacations, administrators in the higher education industry are using this time to re-tool and plan for the coming academic year.

Establishing and maintaining processes for the diverse activities that occur in a college environment is critical to helping students become successful, as they prepare to navigate school and life.

Higher education institutions live by a rigorous calendar that includes many repeatable process activities. Business process management software enables the institution to run smoothly, servicing the needs of students, professors, vendors and other stakeholders. From enrollment to course selection, student services to employee management, the entire college experience (at least, for those responsible for operations and management) requires participation, collaboration, and effective management of records and processes.

Let us consider the situation that most higher education institutions are in: they are not-for-profit (money is tight), their deadlines are driven by a strict calendar (one that cannot be changed if something goes wrong), they serve a diverse population (students with different needs, from different backgrounds, all with different expectations), and are beholden to a noble, but somewhat vague, goal (create a more educated citizenry). Imagine creating a business plan that has this kind of backdrop. Venture capitalists would run in the opposite direction.

While this scenario might look unwieldy and insurmountable to some, for smart colleges — those that have deliver a great education while existing on a solid foundation of organizational best practices — operating with process efficiency and generating solid results means the same thing as it does for a Fortune 500 company. As with any well-managed and forward-thinking organization, for colleges, business process management software and workflow software are critical tools.

BP Logix has worked with a number of higher education institutions, gaining insight into their needs and expectations. Davis Applied Technology College (DATC) in Utah has a goal to continuously innovate and improve, whether delivering programs to students or services to support staff. Recognizing that it had cabinets filled with paper forms —and processes that would benefit from workflow automation— the IT team reviewed its requirements, scope and criteria, then issued an RFP for a business process management software solution to automate its processes and more effectively manage its forms and data. Determined not to build the solution in-house and with the support of the President’s Council, DATC selected Process Director BPM software.

DATC then rolled out the business process management software solution to a number of departments. In student services alone there are already 17 completed processes with five in the queue. In Finance there are seven processes. In HR and IT the progress is equally impressive. The Director of IT paid us a compliment when he said, “Knowing where our business processes and workflow are without having to chase them down is invaluable. What used to take days is taking hours — what used to take weeks is taking days.”

Columbus Technical College is one of 28 colleges in the Technical College System of Georgia, and its focus is on providing higher education for the 21st Century workplace in areas like healthcare, business, applied sciences and general studies. Columbus serves about 4,000 students per quarter and operates on an $18 million budget. CTC’s innovative IT department identified business process management software and workflow software as essential elements in solving a long-standing issue: management of the vast amount of information required for approvals and decision-making for all types of issues.

The IT group recognized a need to eliminate manual routing of data and documents and replace it with an automated system. They evaluated a number of business process management software solutions and decided on using Process Director. As a result, they have been able to streamline business processes on campus—and provide enormous benefits in terms of information access, efficiency and cost savings.

The lesson for today, students, is that irrespective of what the organization does, it has goals, and operating with greater process efficiency while reducing complexity is among them. Business process management software and workflow software are proven business process management solutions that enable higher education institutions to ‘do’ business more effectively and remain focused on their greater purpose, no matter what that purpose is.

Ready to see for yourself?  Contact us today and schedule a free workflow software demo of Process Director from a BP Logix BPM software and workflow software expert.

Internal projects usually have a champion who is passionate about his or her purpose. Champions are super-charged and committed to their vision. They want to beat down doors and make sure things get done. When a project’s success is dependent upon user adoption, however, it is best not to scare everyone off with the unbridled enthusiasm that champions express.

Workflow is just such a project. While the goal is for business process improvement (BPI), that can only happen if employees buy in, get engaged and feel like they will have a role in the outcome (success) of the project. Doing that requires a judicious approach; demanding adherence or ‘promising the stars’ are strategies that typically fall far short of the goal: getting users on board. To facilitate workflow software adoption, it is important to have a project leader who is collaborative, innovative, and focused. (Think Winston Churchill, not the Great Santini.)

The customers we work with cite a variety of ways that Process Director engages their employees—and there are certain elements that they have in common. These have a lot to do with recognizing their roles in contributing to business goals, while also eliminating many of the more frustrating parts of their jobs. Interestingly these are also the things that contribute to organizational change, which ultimately lead to better business outcomes.

We encourage you to consider how workflow tools can truly empower your organization and elevate the ability of staff to be critical players in business success:

Collaboration: No one wants to operate in isolation and, given the technology available to today’s enterprise, they should not have to. That said, too few companies truly provide ways for employees to contribute their skills and capabilities. Workflow, however, is based on the concepts of participation and collaboration. In fact, it does not work well unless the right players are involved. When more people can access information, are part of the decision-making, and facilitate actions performed by the right people, the organization has a greater chance of meeting its goals. Good leaders recognize that workflow offers both a microscope and a magnifying glass— and can be used in different ways. It’s not about “more, more, more” in terms of productivity, but “more, more, more” in terms of inclusiveness.

Analysis: Workflow software is implemented to provide long-term value to organizations that want to deliver results quickly; they also expect workflow to provide a better understanding of their business. A workflow solution like Process Director generates insights as to what is happening in the business and where improvements can be made. Beyond just capturing what is going on, Process Director can offer an analysis of multiple actions — and even anticipate future activity with it's business process automation software technology. The truly critical issues and process can, through insight and analysis, be changed — and, most importantly, improved. And while a weekly Excel report can document specifics, it does not encourage staff to seek solutions. On the other hand, Process Director empowers users to hone their own analytical skills with the insights provided by Process Director. When combined, they give an organization the ability to change and improve in ways that are meaningful— to them, their customers, and the bottom line.

Engagement: Process Director does not require coding skills to change or create a process. By knowing and understanding what is important to the team, changes can be made that will impact company performance. Two important outcomes result: 1) A potential for better processes and company operations, and 2) A sense of ownership among employees. What’s more, when employees know they can contribute, a general feeling of corporate esprit de corps begins to permeate the organization. This becomes an invaluable asset for any organization, and one that begins to build upon itself.

BPM software and workflow software are business tools. Using them effectively starts with setting appropriate expectations and charting a course for long term implementation that includes people who understand how they can benefit — and contribute.

In One Hour, You’ll See Your Business in a Whole New Light

https://youtu.be/ueJL0lgHIXM

No one wants to do the same thing, day in and day out. Especially in your job. If you’re not finding ways to improve and innovate, you probably aren’t providing much value.

At the same time, the idea of change is often scary. Sometimes it requires you to move out of a comfort zone —and at other times to buy into a new vision. That might seem daunting to some of us, but what if, as a result of this ‘movement’, you could improve the foundation of your business operations —with minimal stress? And what if you could share a workflow software solution that had the flexibility to change as the business changes and grows? THAT would be worth the effort, wouldn’t it?

Change in the business environment is inevitable. There are big changes (replacing key executives, losing major customers, market swings), and there are small changes (updating reporting requirements, re-organizing distribution lists). Some are anticipated and manageable; the big ones can, however, pull the rug out from under you. When you have employed the right tools, however, the business can keep moving in the direction of its goals.

A Free Workflow Software Demo Will Put Organizational Change at Ease

We know about change. We have been fortunate to partner with dozens of customers as they use Process Director workflow software to improve operations, increase collaboration, create new processes, and effectively change how their organizations get stuff done.

You know what change means within your own organization — now we would like to invite you to experience Process Director. Having first learned about your organization and its goals, our free workflow software demonstration of Process Director will provide a customized view. We will show how the workflow software can address issues in the context of your organization. Our customers tell us that they appreciate the fact that we don’t have a ‘one size fits all’ mentality —and that we customize what we share to make the conversation more relevant.

It is important for organizations to adopt workflow tools that enable them to be more efficient and adaptable to changing business requirements. Just like the weather, business priorities and tactics can change rapidly and sometimes before we are completely prepared to deal with them. Process Director has business process automation software with predictive capabilities built in that enable users to meet changing demands. And, of course, all of this can be done without programming.

The free workflow software demo and discussion we engage in will provide you with insights as to how Process Director works —and give you a feel for the ease with which you can make changes and adapt to your company’s needs. We can point to awards and customer validation; their story is not your story. What you have going on in your group, division, and across the entire company is unique and we want to talk specifically to your issues and concerns.

The best way for you to understand what Process Director can provide is to see it in action. Be able to map Process Director to your specific challenges and needs is our goal. Where it can make the biggest impact is up to you.

While we can provide a list of what Process Director can do, seeing it in action will give you the context as to where it might best fit in your organization. And, of course, it helps us to have a more meaningful conversation regarding where you want to take your business.

We invite you to contact us and schedule your free workflow software demo of Process Director today!

Organizations run as a result of human interaction: nothing gets done without the effort of many people bringing their unique skills to the effort of achieving goals.

In our current digital age, businesses rely on communication and collaboration more than ever before in making decisions. That is generally considered a positive outcome of the ultra-connected digital world in which we live —and operate. The downside, however, is that there is a dizzying array of tools, applications and solutions that promise great value for sharing and connecting.

Deciding which tools to use, how to use them, and how to ensure they are delivering on their promise can create confusion and indecision (precisely the things they are supposed to overcome.)

Businesses must remember to use their technology investment for the purpose of growing the business. This is done by facilitating better internal processes— and getting closer to customers. Better processes beget a more optimal working environment. Proximity to customers provides an opportunity to learn, analyze and predict user behavior. No single tool provides a cure-all, or a way to do both of these things; a combination of the right tools and an adaptable organizational mindset can change how collaboration and communication are handled among stakeholders.

To map what an organization does for its employees, partners, and customers requires a solution that supports internal goals along with easy access for end users. In today’s market, customers are used to on-demand access from almost any and all devices. Delivery of information through social channels does not just bring more touch-points. It actually signals that the business wants to engage and is ready to transact in a way that is convenient for the user. Social tools and cloud-based availability are among the ways that companies can deliver value — and leverage their existing technology investment when connecting with customers.

Social media, mobile apps, and cloud-based services have been the primary drivers behind the shift to increasing customer engagement. Consider the traditional non-storefront commerce model (and by “traditional” we refer to the way we purchased goods before the 21st century). That customer service model included a phone center accessed via IVR (interactive voice response) systems, staffed with call center representatives, in which every contact was handled by this rep, acting as a middleman. The rep had the benefit of knowing the company processes, however once products left the warehouse, there was little knowledge as to how they were used or what the reaction to them was. Even for customers who called with complaints or questions, there was little way of capturing that.

With the help of workflow that supports social functionality, that model has been upended by the simplicity and immediacy of Twitter and Facebook. Customers are mobile, connected, and have high expectations! Process Director is equipped to give those customers non-stop touch points with vendors.

Our customers who use the social functionality of Process Director share how this has dramatically changed how they integrate the ‘customer connection’ with their internal processes. Process Director gives them, and you, the power to:

• Drive workflow behavior from social media events (such as a tweet or Facebook status update)
• Respond to customers via Twitter (tweet, RT, DM, reply)
• Manage Facebook campaigns (likes/unlikes, comments)

The preponderance of social media tools have helped to advance the ability of organizations to deliver results to their customers. With capabilities that facilitate connecting and communicating both inside and outside of their corporate walls, Process Director is improving response time and enhancing communication.

Using social functionality to encourage productivity and efficiency enables our customers to become more responsive. Through social media, both internal and external processes can be improved, delivering better results to the intended audience.

The world we live in is a more scrutinized place than it was a generation ago. In our personal lives, that provides a sense of security. For companies, however, it means that virtually any activity or transaction can be used to determine if business operations comply with company, industry and/or legal standards. Companies need to not only operate according to specific rules and regulations, they also need to be able to track and audit their actions. For this type of work, compliance automation with workflow software can be a huge asset in ensuring all aspects of business process governance, risk and compliance (GRC).

Workflow software is a perfect complement to GRC because it is fundamentally about breaking down business activity to smaller steps and distributing that information to those who can address the issues or tasks. GRC and business process governance concerns itself with ensuring that activities are resolved or advanced — and that the right people provide the right level of approval to enforce desired behavior.

Workflow software solutions, like Process Director, use alerts and triggers to identify actions that deviate from expected outcomes and have a built-in document workflow management system with storage capabilities to record the lifecycle (and history) of document versions. These compliance automation solutions should also integrate with existing security and directory applications, to be able to operate seamlessly within existing application architecture.

Compliance can impact the financial and legal condition of a company. And as more companies look to their workflow frameworks, or create new ones, they create a risk and compliance environment that minimizes exposure and enhances transparency.

Compliance Automation With Industry Regulations

Government regulations are usually specific to particular industries. OSHA, the SEC, the FDA and a host of other agencies mandate an ever-changing number of regulations and policies, and adherence to them is mandatory. FERPA, SOX and HIPAA guidelines are intended to drive specific actions and produce specific results.

There are some compliance automation solutions that purport to address certain regulations; they often have difficulty keeping up with changes to policies and laws. Because workflow software is focused on the business and has the flexibility to change to meet changing needs, it can overlay industry-specific regulatory requirements into the routine actions of employees involved in a particular process.

Workflow software tends to operate as a conductor of business processes, yet with a layer of governance built in. Process Director, for example, has built-in capabilities like electronic signature technology, multi-factor authentication, document usage and storage rules that can be applied to any type of document or process. And because each asset and action is tracked, your organization can analyze business functions to determine if an employee, a group, or even the entire company is compliant.

Ready for audits

Business audits are an inevitable factor of business life. Whether for internal purposes (Are we maintaining our internal SLAs? Have we met authorization standards?) or to ensure industry compliance (like Sarbanes-Oxley), there is almost always an oversight organization that requires knowledge about some past activity.

Workflow software solutions offer a storehouse of transactional activity that includes timestamps, user information, and approval tracking. For whatever purpose is needed, one can see the “who,what,where and when” of every business action. This prevents employees from providing false information (either intentionally or inadvertently), and provides insights that ensure the error can be corrected in the future.

Like the insurance policy you may buy but hope to never use, one hopes to never be audited or questioned on any risk-related issue. Because the price of doing business in our global, connected economy requires adherence to certain business principles, however, it is critical to use the right compliance automation tool to deliver optimal and compliant business activity.

Ready to see for yourself? Contact us for a free demo from a BP Logix business process management expert and learn how your organization can maintain compliant with Process Director workflow software.

What is Enterprise Business Process Management?

Enterprise business process management (enterprise BPM) operates with an eye toward finishing each quarter having demonstrated an improvement over the previous quarter. By growing the business, delivering new products and increasing engagement with existing customers, almost every organization emphasizes growth that comes in three-month segments. Driving towards profit increases often lead, however, to a short-term focus on making the bottom line look good. Past a certain point, however, you cannot reduce costs -- and there are only so many 11th hour purchase orders you can squeeze from either existing or new customers.

At some point, organizations will need to innovate their enterprise BPM solutions to make services and offerings more desirable -- and show leadership and commitment to your constituents. The question to ponder is: Is it truly possible to drive innovation while your business is hyper-focused on meeting quarterly projections?

In all fairness, trying to be more innovative is like trying to be funnier; Jim Carey was born with something that just isn't in Lee Iacocca's genes. Demanding that your product managers "Make new, innovative products now!" will likely lead to a mad dash for the door. In most cases, however, there isn’t a single formula  that states innovation (automatically) equals  growth and success. Rather, creating a platform and environment to ‘be innovative’ hopefully leads to changes in that direction. By positioning your organization to encourage new thinking and new ways of doing things, you will ideally be leading it towards an environment of innovation.

This is precisely what we view as one of the major advantages of enterprise BPM software. With enterprise business process management (BPM), implementing doesn't start and end on specific days. A smart organization doesn't really "do" BPM rather it implements, refines and operates according to a well-considered and thoughtful series of processes. In doing that, the organization actually becomes stronger. Instead of imposing  ‘innovation’ into a specific timeframe, it becomes embedded within the fabric of the organization.

In an enterprise environment where things move quickly and deadlines are the focus, it is not feasible to halt operations until a new way of working is ‘ready’ to be implemented. In fact, one of the most fundamental aspects of Process Director enterprise business process management software is that, by design, it is iterative and flexible. After an initial analysis and understanding of your organization's needs, you will be able to implement (and even modify) running processes, even as your needs change.

The inherent nature of enterprise BPM is to be adaptable.  Since an enterprise is a moving, growing thing, it is logical that enterprise business process management can be the platform upon which an organization can base its operations.

The Value of Process Director Enterprise BPM Software

Another question that is frequently debated is how do you ascertain the value of BPM in your enterprise? The benefits of BPM and success are achieved and reiterated continuously when there is dedication to a way of doing business, and alignment towards specific goals. Our customers have elected to rely on Process Director enterprise BPM software as a fundamental way of conducting business because they know that with reusable processes, they can reach their goals faster -- and with a greater likelihood of success. Properly constructed enterprise business process management enables employees to work more efficiently, facilitates better decision-making and accommodates process exceptions. This ultimately translates into a smarter way of operating the business.

When these things happen, the results are reflected in the bottom line -- and measurable things like employee productivity, ROI, revenue-per-employee show measurable business process improvement. And as the nature of the enterprise changes, people will spend less time working on processes and more time allowing the processes to enable them to get things done. This is where BPM implementation truly provides value to the enterprise.

Request a Demonstration

Process Director is your intelligent enterprise BPM software solution. Request a demonstration and discover for yourself how this unique enterprise business process management software empowers you to innovate, respond to market demands, and delight your customers. Or, contact us to learn more about how our BPM solutions have helped our customers conquer their digital challenges.

When it comes to process efficiency, for the most part, organizations think and operate in a fairly predictable way: they plan, execute, deliver, evaluate -- then do it all over again. When the results of all their work are rewarded by market acceptance of their goods or services; that is validation that things must be working ‘right.’

Smart enterprises, however, recognize that success does not necessarily beget more success; no one is ‘entitled’ to a continuously fortuitous business cycle.

To avert potential problems, organizations continuously take action to do what they can to be nimble and lean. This generally means they try to become more efficient, as process efficiency is viewed as the best way to make the organization (more) successful. The expectation is that being more efficient brings with it the holy grail of business goals: increased revenue, reduced waste, less re-work, increased productivity, fewer mistakes.

Process efficiency is certainly a good place to start, as there are a variety of processes in every organization that, over time, tend to veer away from their original purposes. They may become bloated with additional steps or, conversely, cease to address meaningful issues. Generally, they also do not leverage new tools.

Refining and re-evaluating these business processes can go a long way towards truly developing a more efficient way to operate the business. Being tasked with making something more efficient is not distinct from a “pretty good” comedian who would be great if only he could just be…  funnier.

Where does one start, and what does “more efficient” look like? To truly make your business processes more efficient, it’s important to address your business activities holistically, then identify what can be done to change them. An organization would do well to consider the following elements in an approach to increasing process efficiency:

Outcomes: First, determine what it is you want to improve. You may find  that it’s simply not possible to get a decision, process or product from point A to point B any faster than it is getting there currently. If you sense, however, that an activity is not optimal in its process, the next step would be identifying  the ultimate goal, then separating that process into its various parts.

Roadblocks: Are there decision points that require too much data? Are employees involved in the process unaware of what is required to ‘move things along?’ There are many potential bottlenecks; you may have to play sleuth until you locate them. In doing so, however, you may also discover that there are some un-needed aspects to the process. Those can be eliminated. You may also be surprised to find some elements of the processes that are no longer needed . By removing them  you will be able to take a major step towards increasing efficiency.

Automation: Are there cumbersome parts of your process that could benefit by being automated?  Or aspects of your processes that are automated that don’t need to be? Consider the number of tools your organization implements every year: some in the form of technology, others around methodology. Many companies tend to look at solutions singularly and do not always recognize how they can be adapted for other purposes. In the course of your exploration, you may discover tools already in use that can improve process efficiency with relative ease.

Leadership: Executives will always want more profits at reduced costs. It won’t take much persuading for them to understand that making processes more efficient will give them that outcome. They, however,  need to support the efforts required to make things more efficient. That will include reviewing the existing landscape, and it could also mean some initial pain while things change. For  those who take responsibility for initiating this type of change, it will be crucial for them to explain the relationship between what’s currently being done, and what could be done.

Everyone looking to improve processes is applauded for their efforts! It should be noted, however, that process efficiency isn’t a one-time thing. Embedded within the whole essence of changing business processes (BPM)  is the need to constantly be aware of opportunities to optimize process efficiency. To stay competitive and lean, smart organizations will need to find BPM software that can continuously re-tool and to stay on top of effective process management strategies.

Business Process Outcomes: What an Enterprise Should Expect for Its BPM Investment

We talk with companies of all sizes and shapes and, even though their industries vary, their business challenges are usually quite similar. Some have preconceived notions of what a business solution “should” look like. And they have perceptions as to what success looks like as well.

It is not our job to suggest a workflow solution where one is not warranted. We always have to consider a customer's predilections when creating the right solution for them. It is important, however, for decision makers to understand the reality of what workflow is— and what it provides.

The first part of our engagement with any customer is to listen to their story and learn what is important to them. We are workflow and business process experts, but we can’t identify how to help a customer until we understand their challenge. Once we “get it”, we can work with that customer to suggest where BPM and workflow could help.

For us to be successful, and for our customers to derive value, we must also help them achieve a significant ROI. And our customers tell us they have achieved measurable improvement in these areas:

1. Document format standardization: Different types of documents are used within organizations, with differences attributed to functional needs and design preferences. This is totally normal. As long as all documents adhere to business rules and some level of guidance, which are provided by a workflow solution, variances in look-and-feel can be accommodated.

2. Deeper user engagement: The whole point of workflow is to increase transparency and eliminate bottlenecks caused by participants who are unaware of changes and updates. A workflow solution must alert people to changes in documents, request approvals where needed, and provide real-time updates. Those enable the business owners to manage expectations and be better equipped to anticipate where issues might occur. They enable them to be more informed and able to adapt.

3. Integrate data: No matter how you look at it, data drives an enterprise. There's almost nothing that happens that is not ‘informed’ by data that resides somewhere else within the organization. Irrespective of company size, data needs to be shared and workflow is the best enabler of that communication. An effective workflow and process management solution should be able to easily pull data (that includes specified, selected sets of data) from different documents and applications, and integrate it into a usable, functional presentation layer. This data forms the foundation of the workflow— and it is critical that it be easy to create and manage.

4. Make use of replicable patterns: A key element of business efficiency is automating processes. Workflow provides a foundation upon which processes can be built, and is done in a way that mirrors human activity. Doing so allows participants to optimize what works best for them, and use what they've learned in other processes. The goals can be different however the workflow foundation and processes supporting it can be re-used and re-purposed.

5. Better governance: Once created, workflows can be adapted and changed, however the workflows themselves must be carefully managed. You want everyone included who should be included — yet access needs to be limited to those who are actively involved. A solid workflow solution will facilitate easy change management, so that new players can get involved and contribute.

6. More user and admin flexibility: With all the great things a workflow provides, one of the most important things it needs is flexibility. This means it has to be changeable, easily, to adapt to new business needs, new participants, and updated goals. Workflows are not built then left to fend for themselves. This limits what workflows can provide. The true test of an effective workflow is one that is able to constantly change, like the business it supports.

7. Increased predictive capabilities: Irrespective of what you are trying to achieve through your workflows and processes, you should be able to have visibility in to what a post-workflow world looks like. Your solution must provide intelligent, thoughtful predictions about the improvements you will see, then measure whether or not you are actually achieving them.

Business challenges come in all shapes and sizes, and they are not easy to predict. But if you have implemented an effective workflow solution and adhere to a smart business process framework, you will be well positioned to deal with any issues you might face. You are trying to build something that will enable growth; your workflow and BPM will prove time and again that they can be effective tools to help you do that. Contact us to learn more about Process Director and schedule a free demonstration today.