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Business Process Management: Enterprises
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In the April Edition of the Harvard Business Review, Michael Hammer touches on this theme in an article entitled “The Process Audit‘. He describes an approach to assessing maturity in 13 process competencies and 13 ‘Enterprise’ competencies. Remarkably absent from this audit is the role of effective decision management. For instance, a factor of the Hammer Enterprise Maturity Audit is the commitment to customer focus in the firm. Customer focus is the firm’s awareness of their mission to ‘deliver value to the customer’.
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MindBox won the Trend Setting Product of 2003 award by virtue of the next-generation capabilities that its ARTOptimize product has brought to the category of Business Process Management (BPM). Until now, BPM software has automated only the repetitive and administrative processes in today's enterprises; ARTOptimize is leading the next wave of innovation by automating complex creative processes -- processes that have in the past required a human being to complete. Using a combination of rules and MindBox's sophisticated inferencing engine to emulate the human decision processes, ARTOptimize can, for example, evaluate a loan request for a bank and, instead of just accepting or rejecting the borrower based on simple ratios and policies, the software can design and structure a completely different loan solution -- for example, suggest closing out the car loan and lumping that debt into a larger first mortgage. ARTOptimize works both on-line and off-line (website, interactive kiosk, call center, field agent's laptop, etc.), so that creative processes can be centrally managed and decisions applied consistently.
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SD Times (March 15, 2007) Microsoft is gathering the Windows ecosystem around the discipline of business process management. In late February it announced the Microsoft Business Process Alliance, which initially includes a group of 10 partners that intend to make BPM tools and solutions more accessible outside of the enterprise. The alliance is composed of ISVs that have made a commitment to the .NET platform.
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Tulu Tanrikorur of New York Life wrote Business Process Management 101: The Basics of BPM and How to Choose the Right Suite over on Intelligent Enterprise. It's a nice summary of various approaches to considering BPM and related software. However,...
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There have been studies recently that have found a high correlation between BPM success and the presence of a BPM Center of Excellence or Process Office. In addition some clear winning approaches to establishing and running such a center have emerged. A range of styles exist. At extremes, some teams will be purely advisory in nature while others will take full process management governance responsibility and leadership. Some will merely educate and facilitate while others will be actively involved in the trenches of process transformation. Some will manage enterprise process knowledge as a shareable asset whereas others will support more on an ad-hoc basis.
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Improving business processes, whatever or wherever they are in the enterprise, is an acknowledged way of improving the bottom line. Whether it's re-engineering, Six Sigma, TQM, or any number of other techniques, the problem is that it's usually such a huge undertaking that it's more work than it's worth. Kelvin F. Cross proposes that results can be achieved much more easily by going in and performing "surgical strikes" on specific areas that need improvement, without turning the entire thing into a "science project."
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