Typically business process management results in ROI that is realized through gains in efficiency and cost savings. BPM ROI can also be acheived through improvements that assist in generating more revenue. Revenue generating process improvement usually involve proactive customer interactions. Here is a great example of a revenue generating process improvement:
Our client in the hospitality and entertainment business manages a number of hotel/casino properties. The goals of the process were to:
Be able to send an intelligent/dynamic survey to every guest post check out
Be able to quickly respond to every customer comment card
To proactively follow up with every guest post visit to invite them back to the property and/or resolve any issues
The result was $1,100,000 in increased spend over 9 months by 500 guests that were run through the system vs. 500 guests that were simply monitored.
Check out this quick video summarizing the process in action.
As always we welcome any questions or comments below or contact us directly.
Onboarding a new employee to an organization seems simple on the surface. Come to an agreement on compensation and a start date and you're good to go! But what happens after the offer acceptance? How do you communicate with the new employee during the "no man's land" period between acceptance and the start date? How can you ensure that your new employee will be welcomed properly, all the "stuff" they need will be ready and available on day one?
There are so many tasks, by many different departments, that need to be completed in order to get a computer, software, active directory account, email account, phone, mobile plan, office/cube, badge, etc. Some of these tasks are dependent on others. It can be a logistical nightmare with real consequences. If you've ever started a new job and the company seemed like they weren't ready for you, how did you feel?
The video below shows an automated process that allows for proactive communication during the no man's land period and organized task management with follow up and reporting. Feel free to share any questions and/or thoughts below.
I'll summarize the white paper below, but a few points to always keep in mind regarding business process management:
BPM doesn't always mean automation. We have seen up to 40% gains in efficiency by simply mapping out processes.
Deliver business value through process visibility and control are the main goals of BPM.
Remember that BPM is ever evolving and requires continuous improvement as the business changes for whatever reason. Common reasons for business change may include; a merger/acquisition, new or updated regulations for example HIPPA, SOX.
Because of # 3 it's important to accept the fact that the first iteration of your process will not be the perfect ideal future state process that was mapped out. If you focus on implementing everything in the first iteration you will fail because you will never finish and most organizations don't have an unlimited budget and/or time.
The white paper groups the eleven habits in to three stages; Successful Projects/delivery, Growing BPM team competency, and Leveraging BPM across the enterprise.
Successful Projects/Delivery
Habit # 1: Prove Business Value First
Habit # 2: Make BPM about Productivity and Visibility
Habit # 3: Never "one and done"
Habit # 4: Do not skip Process Analysis
Habit # 5: Take the time to deliver value
Growing BPM team competency
Habit # 6: Build a complete team
Habit # 7: Make self-sufficiency a priority
Leveraging BPM across the enterprise
Habit # 8: Fund to value...not just first release
Habit # 9: Force collaboration
Habit # 10: Establish the owners
Habit # 11: Market your work
As always we are interested in hearing your comments and/or questions so feel free to reach out or comment below.
