Otherwise, they risk losing executive buy-in and eventually, their budget or contract. While BPM might be brought in to solve one problem, it’s important that projects can pivot to try and solve another.įor instance, a business might try and use BPM to reduce costs, only to discover that halfway through it needs to focus on closing more business and increasing revenue.īPM project owners need to be ready and shift their goals to constantly align with changing business objectives. Only by securing buy-in can BPM consultants and champions hope to see their projects succeed.īusiness challenges change rapidly. Make sure end-users and executives both understand productivity will dip immediately following implementation of the new process, as people get used to it – and that’s okay. Set expectations around deliverables and output.
#RESOLUME 5 BPM PROBLEM TRIAL#
If possible, try and get end-users to trial it and provide feedback. Explain the technology – how it works, why it was chosen.Assuage concerns that change will design out positions – rather, focus on the fact that employees aren’t being replaced, but are going to have the chance to do their job more efficiently.Explain where the bottlenecks are and what opportunity exists for improvement.Meet and collaborate with end-users during requirements gathering and process mapping.Zapier/IFTTT tools) to drive process efficiency.Ĭombined, this means there’s more need for BPM and a higher chance of BPM success since the tools are there to realize the vision.īut executives often have to be convinced, having been burned in the past (regardless of whether it was the fault of BPM or a failure of the organization to change).īPM consultants and internal BPM champions both need to work together to ensure they secure buy-in from end-users before a change is deployed.Īnd this buy-in starts at the beginning. There’s more opportunity for automation and microservices (e.g.There's more pressure to do more with less.And while there’s some truth to that, the current climate is different:
However, that holistic approach can be met with resistance, as BPM is seen to be overstepping its role.īPM consultants and the companies who pay them both need to understand that business process management is about the end-to-end business process, not just the technology.īPM has a bit of a history of promising the moon and not delivering. In reality, to make a meaningful contribution to the business, BPM needs to think holistically about the changes it recommends and put in place.
Organizations often see BPM as simply a tool or a consultant brought in to recommend new technology (or sell the technology itself). In this article, we look at the top 5 challenges for Business Process Management in today’s business environment.