Basically, through the invention of technologically underpinned business process management (BPM), most businesses needs have significantly converged to process engineering. Essentially, the technological evolution has prompted individuals to fabricate flexible systems that would satisfactorily meet the ensuing customers’ demands. Based on Gosselin (2009) assertions, the evolution of business performance and thinking emanates from the fact that ever since the BPM reengineering was catch-phrased, businesses have been able to address the clients’ needs more effectively. This has been made possible through the adoption of BPM systems which typically empower the success of business as it brings both the systems and individuals together. Moreover, BPM has been providing the best feasible strategies and superior goals that businesses can rely on to become successful in the current competitive market niche.
The agility, productivity and efficiency that are associated with the reengineering of the business processes is equally another aspect through which business practices and thinking have evolved. In fact, the artistic reengineering has made businesses to be able to amicably comply with current regulatory stipulations besides streamlining business objectives and process with implemented business process systems. The organizations have also been able to improve, analyze and evaluate their processes in order to transform the available resources into the most wanted products and services.
The benefits of BPM
Business process management (BPM) has been widely applied by various organizations in order to viably manage the mechanization of the future and currently existing business processes. In most instances, the business management aims at delivering quality clients services with the intention of realizing an organization’s full latent rate of internal return. Thus, the recognition and familiarity with the business management has geared most organizations to develop, continuously embrace and take comprehensive advantage of the ensuing business management system. From the article, if BPM is properly implemented by an organization, then the accruing benefits would radiate via three key business facets namely agility, effectiveness and efficiency. For example, despite all businesses emanating to be constantly under intense pressure amid rising complexities, BPM acts a regulatory compliance and helps in streamlining the undertaken business processes. This in turn reduces the cycle period and helps the organizations to perform various tasks much faster (Gosselin, 2009).
According to Chaffey (2009), the underpinning technological advancement proffered by BPM software on the other hand facilitates data mobility and communication across all application. The reliability of this software makes the workforce to concentrate on areas where they can affix authenticated value. As a zenith for collective experience in business development, BPM further helps the management to ideally focus on an organization’s clients besides motivating and empowering all business people from all corners to become more successful. In fact, business process management is known for its ability to cordially bring systems and individuals together. The tools that BPM offers allow organizations to critically scrutinize, evaluate, and advance their processes with respect to material and resources transformation when products and service values are being created. Furthermore, the possibly best business strategies, models and haughty goals exude from BPM. For example, the monitoring, optimizing, and automating BPM models make organizations to accomplish their profitable goals.
Conversely, BPM augmentations enhance smooth workflow thereby increasing business productivity besides facilitating effectual hoarding and documentation for future orientation. The improvement of product quality and client services as well as the reduction of time taken along with costs incurred through condensing employees working hours is perfectly done in aid of BPM (Gosselin, 2009).
References
Chaffey, D. (2009). E-Business and E-Commerce Management: Strategy, Implementation and Practice. Upper Saddle River, NJ: FT Prentice Hall.
Gosselin, E. (2009). E-Business & E-Commerce: managing the digital value chain. New York, NY: Springer.