At the Intersection of Mobile Strategy and Business Process Management

The Willow Group recently hosted an Executive Breakfast – “At the Intersection of Mobile Strategy and Business Process Management” with nationally known BPM Expert, Nathaniel Palmer. We had a wide range of industries represented and a lot of interaction during the presentation.

Two of the key concepts we took away from Nathaniel’s presentation were to:

• Search for the additional value that can be reaped from designing processes that leverage the unique abilities of mobile devices (e.g. GPS) to create a new kind of user experience, rather than just replicate existing processes on a new delivery vehicle
• Combine BPM and mobile technology to help you act on business information sooner, not just faster, to support better decision-making and customer service, create additional revenue opportunities and avert risk

If you have any questions or are interested in additional information regarding The Willow Group’s BPM Application Implementation Services or specifically our PINPOINT offering, please contact us. We are committed to our clients and helping each of you achieve your goals with your process management solutions.

Executive Breakfast ~ The Intersection of Mobility & BPM

Mobile is rapidly becoming the dominant form of personal computing – not only portable, but always connected to the cloud. Converging trend lines across Consumerization, Social, Mobile and Cloud computing present a wellspring of new opportunities for engaging customers and empowering knowledge workers. The influx of mobile devices has already begun to change business processes and interaction patterns faster than many existing applications can keep pace. 

In this session led by noted BPM expert Nathaniel Palmer, you will learn how BPM is at the heart of this transformation. He will discuss how BPM has emerged as the most promising platform for enabling customers and knowledge workers to interact with your business via mobile apps. He will show how BPM can smooth the user experience and coordinate the process-level integration to existing systems that provide content and context, yet also help deliver on critical transaction integrity requirements. 

 

Join us for this lively and thought-provoking session.  

November 13, 2013 ~ The Marquette Hotel

Downtown Minneapolis, MN

 7:00 am to 7:30 am – Breakfast and Networking

7:30 am to 8:30 am – Presentation and Discussion 

8:30 am to 9:00 am – Q/A and Networking 

 

About Nathaniel Palmer

Rated as the # 1 Most Influential Thought Leader in Business Process Management by independent research, Nathaniel is recognized as one of the early originators of BPM, having helped major organizations understand, evaluate and implement process management technologies since 1991. Nathaniel is Vice President and Chief Technology Officer of Business Process Management, Inc. as well as the Executive Director of the Workflow Management Coalition. 

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Start Your Process Improvement Journey by Creating a Process Inventory

As a consulting firm, we are frequently asked to assist an organization in conducting a process improvement initiative based on challenges faced by that organization; such as inefficiency in delivering an end product, lack of visibility into where work is within a process, or the same process being performed in multiple ways, to name a few. With limited budgets, tight schedules and competing processes, how do you get started?

Creating a business process inventory is one of the first steps in a process improvement initiative. The inventory may include processes within a business unit or department, or may span multiple cross-functional departments. Before getting into any process discussions, be sure the business leaders identify the business goals and objectives. Ultimately any processes targeted for improvement tie to the over-arching goals and objectives.

After the process inventory is documented it needs to be prioritized by the business leaders based on criteria relevant to that organization. Examples of criteria we have used on projects is whether the process is customer facing or not (customer facing having a higher priority), the perceived pain with the process (the higher the pain the higher the priority), the financial impact of the process, how many systems are impacted by the process, how many people are involved in the process, the frequency of the process, etc. Applying and scoring the relevant criteria will make the more impactful processes “rise to the top” of the list of the improvement initiative. Because the business leaders had input into the criteria scoring, they are more likely to be comfortable with the ultimate prioritization of the processes. With the prioritized process inventory, the process improvement initiative can begin.