Critical to any organization, operational processes can be thought of as a river. Within this river are many levels of life as an ecosystem. The business itself can be thought of as this ecosystem.

Managing this system is a delicate balance of regulation, compliance, governance, and quality of life. In this new world, our ability to respond to changing markets and requirements constantly redefines our agility and business positioning. Understanding this model allows regulation, compliance, and governance to become the by-product of your Business Process Management (BPM) and enables your business to stay focused on its core mission, while satisfying its external dependencies.

Forrester sees BPM as a "...broad framework of methods, approaches, techniques and technologies that support organizational change, value optimization and ongoing performance improvement..."

As we discuss our Business Process Management as BPM, we tend to get stuck in process design, mapping strategies, and 'death by meetings'. In the traditional approaches to BPM our workflow resembles the picture below:

This model is often referred to as "clunky" or silo'd in it's nature. These time lines can be measured in weeks and months. Our teams are segmented and put to work specifically to complete their task without regard for the dependencies. Communication requires a "hand-off" for updates and issue resolution. For example, the HR Department outlines and enumerates its processes, spends six weeks putting together stories about their day. Then the process engineers factor these stories into models, and HR is returned to implement these flow diagrams with IT requirements and ambiguity.

Iterative, incremental processes are designed to include every decision against every other decision. This method of strategy is the basis for Bevill Edge^® process management and efficiency modeling and efficiency planning. In our approach to your BPM, we consider design, redesign, optimization, modeling, execution and monitoring, at every step of the way. This "mash" of information and the use of tools called, information radiators allows for shorter time-to-market and closed loop feedback. Look at the BPM model below:

In this later model, the time line is measured in days, iteratively delivered, and ready for consumption. The internal customers benefit from the new technology approaches, but are defined by the business. These topics include SaaS, agile development, mobility implementation, and intuitive security technology. Marketing & Sales individuals benefit from the added analytics and response times are increased with standards in place such as Lean Six Sigma, ITIL^®, and ISO Compliance in Risk Management Maturity and Project Management Maturity Models.

This model is a time-box or a sprint in agile, exploits the problems in the structure immediately and provides impediment management techniques. Overall, reducing the time-to-market for all product innovation, process improvement, and change adoption position your core business strategy as a living entity ready to embrace change and innovation.