Many companies have taken the first step toward business process management by documenting existing processes and designing and implementing automated and streamlined approaches. Yet only about one third of self-proclaimed "process-oriented" companies go beyond these basics. BPM is not a once-and-done project; it is an ongoing discipline of continuous process improvement.
Facing the triple threat of product commoditization, global competition and increasing customer power, companies can't afford to rest and let initial productivity gains erode. Break free of functional and departmental thinking by measuring what matters most to customers, monitoring the performance of key business processes and assigning accountability for process improvement. The benefits of continuous improvement vary, but a rough rule of thumb is that it will, at a minimum, double the gains of a one-time project.
Companies also are beginning to embrace integrated methods of improvement by combining BPM, business intelligence and business activity monitoring tools, technologies and approaches.
The second feature in this cover package, "Processes Get Smart" describes five scenarios in which BI and BAM complement BPM, citing the process success stories of Great Clips, DHL and TransUnion.