Home / Archives / Articles / Putting the M Back in Management

Putting the M Back in Management

June 1, 2010 , By

Putting the M Back in Management
Ian Gotts, CEO of Nimbus, defines BPM as the management discipline by which an organization treats its business processes as one of its most valuable assets. The fact is, however, that to many in the IT world, BPM means “process automation tools.” In this Article, Ian explains his view of how successful enterprises are “putting the M back in BPM” to address their goal of sustained operational excellence.

Ian Gotts

Ian Gotts

Ian is Founder and CEO of Nimbus, a rapidly growing software company with offices in the UK, the USA and China. His clients include Toyota, Unilever, JP Morgan and HM Government. The company has won a slew of awards: D&T European Fast500, Sunday Times TechTrack100 (Best Use of Technology) and REALBusiness Hot100, due to its 40% year-on-year growth. Nimbus is a Microsoft Gold Partner and SAP Software Partner. At Accenture for twelve years, he specialised in managing business critical transformation projects. He was one of the IT Directors for the Department of Social Security, where he lead a department of over 500 people with a budget responsibility of £40million. Ian's first book Common Approach, Uncommon Results explains what really makes a difference when driving business transformation programmes, and how to get buy-in or adoption of change at grassroots. It is published in English and Chinese, and is in its second edition. His second book Why Killer Products Don't Sell is at the heart of the innovation challenge. A fatal misunderstanding about how companies buy innovative products or services means most fantastic new ideas never make it. The book gives critical insights into how to market and sell innovation, and how the company behind the product or service should be organised.
Share
Share
Share