A CTO’s Perspective: Going Beyond Process Efficiency
Eric Herness 20000062V5 email@example.com | | Tags:  continuous-process-improv... bpm business-process-manageme... decision-management
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Last week I attended the PEX Conference in
1. The two types of business-led catalysts to process evolution:
3. The architecture of processes -- what the structure of a process looks like during early deployments versus more mature deployments.
Stewart then provided insight on the business problems that have been addressed at MUSC with business process technology, citing examples of business processes that were automated in order to reduce process time and increase straight-through processing.
All in all, I was pleased and excited to spend time with such an active and vibrant community focused on process efficiency and effectiveness. As someone who works with software that automates processes and decisions, it was another fresh reminder of the number and variety of business processes, how few of them are automated, and the inarguable value gained by focusing on process and decision quality in large organizations.
From my discussions with COOs, CEOs, and those close to them, I can confirm strong interest in the impact that mobile, analytics and cloud will have on process over time. And, yes, these are priority topics in the BPM and Operational Decision Management CTO office at IBM as well. These leaders are also keenly aware of the need for process improvement to move beyond searching for efficiency and effectiveness to enabling growth and innovation. I couldn’t agree more.
My opinion, further influenced by this great conference, is that the results of these process efficiency efforts, while generally revealing and valuable, do risk becoming recommendations never fully realized and certainly not sustained. Commit the results of these recommendations to an automation platform and the chances of enduring value are much greater.
If you’d like to see an outline of what we presented at PEX, click here.