Digital Business (DBiz)

Amplifying BPM with Customer Experience and Design Thinking

In the modern Digital world, Customer Experience is a critical factor for success in BPM. Organizations can apply Design Thinking framework to map the right emotional innovation factors and succeed in the BPM transformation.

Amplifying BPM with Customer Experience and Design Thinking

Managing Enterprise Transformation in Government

“Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the realities of people working together every day.” Frances Hesselbein – President of the Frances Hesselbein Leadership Institute 

Effective use of a transformation framework, such as the one illustrated in Figure 1, is a hallmark of successful organizations and an essential means to achieving operational and technology environments that maximize institutional mission performance and outcomes. Among other things, this includes realizing cost savings through consolidation and reuse of shared services and elimination of antiquated and redundant mission operations, enhancing information sharing through data standardization and system integration, and optimizing service delivery through streamlining and normalization of business processes and mission operations.

Business Transformation & Process Management

Organizations are undergoing major transformations – to shift to digital business, become more customer-centric, and keep pace with regulatory changes. Any transformation impacts business processes, often requiring dramatic changes to how people work. Yet over 70% of transformation initiatives fail. Process management practitioners can change that and directly contribute to the success of their organization’s initiative by applying the latest process thinking, techniques and technologies to innovate and drive change.

Listen to Marc Kerremans discuss what you’ll learn at Gartner's London Business Transformation & Process Management Summit.

Webcast Date: 
Mon, 02/22/2016 - 13:00

Transforming Customer Experience with BPM

In this white paper, we’ll demonstrate how BPM can transform CX and provide the following benefits for your business:

  • Streamlined, optimized customer processes
  • Consistent experience
  • Management visibility
  • Tracking and improvement
  • Faster, higher quality service
  • Compliance with regulations and reduced risk
  • Better collaboration between business units
  • Ability to react to Business Moments and Changes.

BPM is an essential element of improving your Customer Experience. Find out how:

How to Improve Customer Satisfaction with Government Services

“Government managers must learn from what is working in the private sector and apply these best practices to deliver services better, faster, and at lower cost.”   Barack Obama (upon releasing Executive Order 13571--Streamlining Service Delivery and Improving Customer Service)

Transforming Business Through Strategic Process Management

A recent Gartner poll of their client base found that 80% of public and private sector companies say they are undertaking major business transformation due to:

  • desire to shift to digital business
  • desire to become more customer/constituent-centric
  • perennial activities to keep pace with regulatory changes

More than 70% of these initiatives fail to deliver the desired outcome.

Process management practitioners can defy these odds by applying the latest process and change management thinking, techniques and technologies.

Register for this webcast to get a sneak preview of what you’ll learn at the Gartner Business Process Management Summit.  

Webcast Date: 
Tue, 09/01/2015 - 13:00

Data without Process is Meaningless!

When you hear the terms “big data” or “analytics” what comes to mind?

Do you think of technical experts pushing exabytes of data through an algorithm? Perhaps you think of marketing experts attempting to get answers about your company’s customers.

No matter which scenario you think of, it is important to recognize that big data and analytics are most useful when their associated processes are in place and observed.

 In fact, big data and analytics are useless without process.

Why? Because quite simply, Data without process is meaningless!

Business Process Automation RFI

Business process management (BPM) needs can vary widely, from top-down business transformation initiatives to smart process applications to enterprise resource planning, marketing, social and more. With this breadth and depth of reach, BPM - and BPA, business process automation - are more than a couple of buzzwords, they are absolutely mission critical.

To get the most out of a BPM or BPA solution, organizations need to select platforms that are quick to deploy, agile once in service and show measurable value over time.

There are plenty of offerings on the market today, but, how do you compare them when they offer such varying capabilities?

We've created a resource to help you efficiently compare BPM and BPA solutions by identifying the most important considerations.

Want to Supercharge Innovation? Map your Customer’s Processes!

Remember when you had to purchase your music via cd’s, records, or cassettes at brick and mortar record stores? Prior to the iPod’s arrival, there was always a delay between the intent to purchase the songs we wanted and the time when we could actually enjoy them. The delay was either the travel time to and from a store to buy the album or the time waiting for an order placed online to arrive from the post office. There definitely wasn’t instant gratification in the process. The purchasing channels were rigid – requiring us to buy in increments of albums instead of choosing the exact songs we wanted. But there wasn’t an outcry from consumers. We learned to live with the shortcomings of the process. But then came revolutionary change.

Process, Outcomes and Metrics

Recently there was a discussion among various BPM experts about process, outcomes, and Deming [,-not-the-outcome-of-our-processes] that has me questioning the different ways business process professionals think currently about process improvement. My position in the discussion was that focusing on process and outcome simultaneously was necessary. Further, it was my contention that the statistical process control methodology Deming advocated assumed that customer satisfaction would always increase in parallel with improvements in quality.

General Motors discovered in the 80’s with the leather seats in its Cadillac line of automobiles that increases in quality do not necessarily equate to raised levels of customer satisfaction. This discovery led to conversations about rising customer expectations, especially during the 90’s.

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