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Business Process Management - the Next Generation of Business Enablers
Bloor Research International Ltd, Nov 2006, Pages: 36
Business Process Management (BPM) has become a leading agenda item in corporate strategy and technology investment for companies of all sizes, markets and geographies. The BPM market is growing rapidly and this growth trend is expected to continue unabated for quite some time. But this market is not at all like the enterprise software markets that preceded it. BPM is the first of a new class of software - next generation business enablers - that bear little similarity to software of the past.
Why is BPM important? Businesses are being pressed to:
- improve the efficiency of their organisations
- rapidly adapt how their products are offered and presented to customers
- deliver quality across many customer interaction mediums: in person, web, phone, email, text messaging and so on, and
- to dramatically improve the control, management and visibility of the processes that support these activities.
Traditional enterprise software simply cannot address these issues - but BPM can.
Over 200 vendors list some form of 'business process management' capability in their products, but simply including some form of workflow or a partial set of BPM functions does not deliver against these requirements. Hence, this report focuses on a sub-segment of the BPM market where products fulfil a minimum set of requirements to qualify them as 'next generation business enablers' - making them capable of addressing the goals and issues outlined above.
Business Process Management - the Next Generation of Business Enablers provides an in-depth review of the business drivers behind BPM, market directions and future trends. It includes a review of those products meeting the requirements for qualification as a true next generation business enabler, and how they differ in approach and practice to aide the selection process against individual organisational context.
The competitive differentiation that BPM supports can easily leave businesses too far behind the competitors who adopt BPM, as these competitors agilely respond to market changes.
Terry Schurter
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