A Strategic Look at Robotic Process Automation

Hans-Christian Grung-Olsen works with, BPM, Robotic Process Automation and Business Process Architecture at Capgemini Norway. In this Article, he suggests that managers and Process Professionals take a step back and take a broader look at Robotic Process Automation in the context of its applications to Business Processes.

7 Steps to Process Improvement Success

Ivan Seselj, CEO of Promapp Solutions, provides 7 steps that he believes are critical to the success of process improvement efforts in any organization.

Chatbots Leading the way in Enterprise Process Improvement

Renat Zubairov , CEO of elastic io, says that industry experts are encouraging businesses to explore the potential of chatbots. For companies where huge infrastructure and thousands of servers are a reality, creating that automatic chat at the start of an interaction with the customer is a strategy that works. Read why in this thought provoking Article.

TBM Adds to BPM Practices in Constantly Changing IT Framework

Alex-Paul Manders is an expert in TBM, Technology Business Management, and in this Article explains why this framework serves as an efficient complement to BPM.
The author says that TBM, and how it coincides with the goals of BPM, creates a better understanding of the interplay between technology and the business processes that the technology enables.

Digital Transformation—The Why is Easy, the how is Difficult

John McGrath, project management professor at Dublin (Ireland) Institute of Technology and Philip Martin, CEO, founder of Cora Systems, assert that there is no one-size-fits-all solution to digital transformation. Successful transformation develops organizational agility to meet demands in the fast-moving digital future. Read their Article for their take on how to achieve a successful digital transformation.

Three Techniques to Streamline Your Business’s Inefficient Processes

Lewis Robinson’s many years’ experience as, a business consultant specializing in social media marketing, CRM, and sales, believes that for a business to truly soar, inefficient processes must be streamlined and automated. .Read his Article for advice on how to accomplish that goal.

Business Process Management in the Digital Age

In this Article, the authors present their BPM capability framework in the digital age. The framework includes 30 capabilities structured along core elements of BPM i.e., strategic alignment, governance, methods, IT, people, and culture.

Technology Business Management’s Role in BPM

Achieving a high level of financial transparency in IT spending is no longer simply a matter of basic accounting. It requires a more defined process. In this Article, Alex Paul Manders of Information Services Group (ISG) discusses Technology Business Management (TBM), which is a strategic framework to drive innovation with cost transparency at its foundation.

A Great Work Culture Demands More than Fixing Bad Processes

In her role as a process management consultant, Sasha Aganova and her team are often called in to sort out the “bad processes.” After closely examining the root causes of the problems, they have found several main types of real issues that obtain in most instances. In this Article, Sasha defines them and discusses the solutions her clients have found to be successful in overcoming them.

Dealing with Process Variations

While process improvement initiatives can vary greatly from business to business, they share at least one thing in common: the challenge of managing process variations. Ivan Selselj, CEO of Promapp, offers strategies for dealing with those challenges.