Business Process Management - Predictions for 2021

Dr. Mathias Kirchmer Managing Director and Co-CEO, BPM-Discipline
Dr. Mathias Kirchmer Managing Director and Co-CEO, <a href='https://bpm-d.com/' rel='nofollow' target='_blank' style='color:blue !important'>BPM-Discipline</a>

Dr. Mathias Kirchmer Managing Director and Co-CEO, BPM-Discipline

Digital transformation continues to shape the discipline of business process management (BPM). Here are four key trends and predictions I expect for 2021:

• Reducing Time-to-Value of Digital Transformation though a BPM-Discipline: Digital transformation initiatives deliver their value through new and improved business processes. Appropriate process management accelerates the time-to-value and realizes the targeted process performance. This is achieved through a BPM-Discipline realized through a “process of process management”, which must go through a digitalization itself to be effective. It leverages the right combination of digital enablers, such as process mining, process modelling, and process simulation, or process-led prioritization tools to move the process management process and capabilities to the next level. An increasing number of BPM-related services is delivered remotely, benefiting from cloud-based tools and aligned work processes. Establishing and continuously improving this business process management discipline is required to enable an accelerated value-realization of digital transformations. Therefore, we can expect organizations push this topic.

• Performance through Process-led Automation Platforms: In our fast and frequently changing business environment, many processes must be adjusted continuously and require appropriate specific software support. No-code or low-code automation platforms enable this agility, and enable the required integration of numerous applications and services, such as robotic process automation (RPA) or existing applications and ERP systems, as well as the development of additional software components. They become a key interface between the BPM-Discipline and operational processes. Appropriate process governance organizes the ongoing adjustments and aligns people with technologies. Digital technology-based process reference models help to understand and plan the business impact of the automation platform and enable a rapid and standardized roll-out of digital processes. The process-driven use of automation platforms continues to be a strong trend.

• Process Innovation through Integrated Stakeholder Journey Planning: Process innovation has become a key driver for new and enhanced business models. Identifying impactful innovation opportunities requires an outside-in view on business processes. This can be achieved though integrated stakeholder journey planning, showing how processes impact customer, supplier, or employee experience with the organization. The management of stakeholder journey maps and their links to underlying processes becomes an effective enabler of transformations. It allows organizations to improve the experience of key stakeholders through appropriate management of the underlying processes. Integrated stakeholder journey planning becomes a core BPM capability.

• Agility and Compliance through Digital Process Governance: Sustaining the results of transformation initiatives requires appropriate process governance to keep process performance on track and ensure success. Just as process management in general goes through a digital transformation, process governance needs to be digitalized as well to meet the necessary service levels. Process governance uses digital BPM tools, such as process mining, on an ongoing basis to enable faster and more effective performance and conformance management. The result is digital process governance, enhancing the way process owners and their teams govern operational processes. Digital process governance is value-driven, tool-enabled and people-centric. The governance support that a BPM center of excellence provides must be adjusted accordingly to enable a reliable enterprise-wide use of the required tools. Building digital process governance will be a key task for organizations.

BPM-D has adjusted its consulting offerings to these trends. The use of digital tools for the prioritization of processes and projects, process mining, as well as modelling tools and no-code platforms shape the way we work with our clients on rapid high impact process improvements while we collaborate on establishing appropriate process management capabilities to sustain the achieved benefits. Our strong partnerships and experience with Signavio, Software AG (ARIS) and Unqork accelerate related initiatives for our clients. Leveraging our BPM-D framework, we deliver fast results effectively.

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