BPM: Key Business Strategy

What are the causes of these failures when implementing strategies processes, that leave relegated to mere exercises cabinet without real impact on companies?.

In my opinion the main reasons are:

• The predominance of the departmental organizational form against process management, sometimes these departments becoming silos isolated from each other to act as true "fiefdoms".
• The little time spent in meetings management teams to analyze the achievement of the strategy.
• Failure to communicate strategic objectives through all levels of the company.
• The lack of knowledge of the strategy by the people in the organization.
• The inability to align the actions at the departmental and personal level with the strategic objectives.
• The lack of mechanisms to measure continues the realization of the strategy.
• The lack of incentives associated with the realization of the strategy.
• Non linking budgets to strategy.

How could it be avoided?

The solution of the above problems is to:

• The need to understand the company and its entire mission, vision and values, key skills and processes.
• Design and implement a system of control and measurement (Dashboard or Indicator System) linked to processes.
• Parallel design process map and link to it indicators. For example, relate the customer satisfaction indicator with the customer process. From there, operational indicators should be defined, deploying them through the process hierarchy and establishing relationships between indicators, as time resolution of a particular complaint.
• Configure the organization based on the strategy, integrating roles, processes and technology.

How you could make?

To get it, is important to understand that:

To understand the processes it will be necessary:

• establish a framework for company process-oriented.
• define a specific model allowing expression, structuring and global vision of the company, from the point of view of the processes, technology and people, enhancing the knowledge and communication.
• define the method that allows analyzing, normalize, command and control data, transforming them into useful information for the company.
• define a systematic identification and / or acquisition suggestions to optimize processes, adapting to market needs.

to automate it will be necessary:

• Count on tools process automation including the possibility of structuring the company policies through Terms of businessO, crear Dashboards or indicator systems, allowing the one hand, combining strategic levels, operating, human and technical and other strategy for communicating with people and technology enabling the measurement and improvement of the organization.
  If there is a lack of instruments like these, management may not even perceive that the organization misalignments are occurring at different levels, or between short deadlines, medium and long. This idea reflects the principle that "what is not measured is not known and is not improved”.

to manage them it will be necessary:

• Take into account the need to analyze issues and perspectives not only financial, but also on the customers (the goal is to know what to do to get your satisfaction and loyalty), to the internal processes (how will deadlines, productivity, efficiency, provisioning, etc.) and the contributors (how they have to act in accordance with the objectives, the extent to know, what is their degree of satisfaction).
• Eventually you have to go taking action assessment and improvement. The best benefit that provides management by process, "It is the improved business performance”. Managing an organization processes, It means first that has been named an "owner" for each, investments and budget are structured by processes, indicators that measure the performance and to be making improvements or redesigns are established.

Put into practice these strategic challenges supposed to systems must deliver solutions that take precedence automation, increase flexibility and facilitate auditing and transparency.

New standards of efficiency and effectiveness: BPM

In this quest for efficiency and effectiveness and therefore productivity, BPM (Business Process Management and Business Process Management) They constitute a useful element and I daresay essential.
What is BPM, and why is it important for my business?

• can control an agile and flexible business processes.
• contributes to definitively identify opportunities for improvement, a reduce operating costs.
• It allows transform into business opportunities, changes in the market.

• Identification and documentation of key processes.
• Improve understanding of the organization and identify opportunities for improvement.
• Improve management, via metric definition, indicators and alerts.

• Costs reduction.
• Flexible and streamline business processes.
• Improving communication between IT and Business Areas.