Boston , MA (PRWEB) October 24, 2006
Warwick, UK : You're in the elevator with the CEO of your company and that CEO asks you, "What is BPM and why should I care?" You have 30 seconds to answer before the elevator reaches its destination. What do you say?
This is a question that has plagued BPM proponents since the inception of Business Process Management. Though many definitions exist that describe Business Process Management there has been no short and articulate definition of what BPM is, and why C-level executives should care, that truly captures the essence and importance of Business Process Management... until now.
What is BPM? "Business Process Management (BPM) is a natural and holistic management approach to operating business that produces a highly efficient, agile, innovative, and adaptive organization that far exceeds that achievable through traditional management approaches."
This definition, developed by Terry Schurter and Steve Towers (principals of the BPM Group) highlights key aspects of BPM that every executive needs to know.
"BPM is a management approach. Once executives and strategists have that connection, the impact and role of BPM within the organization gains true clarity. That it is a natural and holistic management approach highlights the fact that BPM is not just a new twist on an old idea. This is a different way of managing the business, and that needs to be understood right from the start," commented Steve Towers, BPM Group CEO.
Not only is BPM a new management approach, it is an approach that can yield new levels of success against the key competitive characteristics widely recognized as critical to maintaining and growing business success.
"Efficiency, agility, innovation and adaptability are quickly becoming requirements of doing business," said Terry Schurter, BPM Group Chief Analyst. "With this definition, the effect on these key attributes is pointed out in the stark reality that BPM enables organizations to achieve results on these key success characteristics that simply cannot be achieved from traditional management techniques. That strikes the message home hard and fast to the executive level."
This new definition of BPM also highlights the fact that Business Process Management is more than a technical activity or software product. Early success stories rarely included technology as a part of BPM activities, yet the results -- and documented ROI -- remain leading examples of the benefits created through application of Business Process Management. The current availability of software products that support BPM provide a wealth of support for this growing management practice, yet without the practice of BPM the value that can be created from the application of software tools is greatly diminished.
"It may be a difficult pill for some folks to swallow, but Business Process Management is a management practice and that is not something you can package in a bottle, can or software product," stated Terry Schurter. "BPM software tools do a great job of supporting the practice of BPM but if you take away the practice the only value left is incremental improvement of what already exists -- and that does not represent any sustainable value to the business."
More information on this new definition is available at the BPM Group's website at http://www.bpmg.org/Zpost1759.php.
BPMG is the largest BPM community in the world with over 20,000 registered members and 1.5 million+ hits (from over 80,000 unique visitors) per month on their website, http://www.bpmg.org. BPMG is a global community with 124 countries represented in its membership. The organization provides a wealth of resources to the BPM community including BPM training, seminars, conferences and consulting across the globe. The organization is currently engaged in an aggressive expansion of content and resources to support the rapid growth of corporate BPM adoption.
# # #