benefits business process management

Quantitative benefits of business process management

Capgemini global BPM report* - 2012 1

Qualitative benefits of Business Process Management

A global banking organization:

Reduced time-to-market for new product release from nine months to four months

An automotive company:

Improved their cycle time by 50%

A worldwide engineeringorganization:

Ran a global operation to optimize and harmonize the leading business processes and support, leading to precise supply chain planning and processing

Established a more accurate process, with accelerated supply chain performance and improved competitiveness

A North American insurance Organization:

Gained 40% cost reduction over a five year period Reduced training time from as long as two weeks to just one day

Increased employee motivation

Positive impact on organisational culture

Optimized risk managements

Strengthening of core competences

Better understanding of business

Better calibration between departments

Better understanding of roles and tasks

High transparancy and reliability

38%

40%

42%

53%

55%

60%

60%

67%

Qualitative benefits of BPM according to German market study**

**BearingPoint. Business process management study 2012 (Germany)Capgemini global BPM report* - 2012 2

It will become apparent how

business necks can be solved.

Orchestration of activities Optimizing processes, not functionsI did all I could to

make mine the best performing

unit. What‘s wrong with it?

Efficiency End-to-End process thinking allows a

better allocation of organisational

resources.

Knowledge Management

Well, with an high % of retirements

and increased turn-over in staff,

sharing knowledge has key strategic

value.

The process landscape is an important part in our knowledge

management.

A process view enables the

orchestration of single activities.

That‘s a good idea. The mind set of each function being an

island needs to disappear from our organisation.

I made sure my unit has all resources necessary to

perform comfortably, others should just follow my

lead.

This will stop me from delivering

what I want in the way I want to

deliver it…

Our activities will be

coordinated so we can identify

and avoid bottle necks and waiting

time.

Focusing on the process

we make sure that not only

individual functions are

optimized.

I know how to run my business. Why

should others worry? As long as they keep me in

my position there is no knowledge

management issue.


Organisational Alignement Risk management

Transparent processes allow to identify risks and weak points even faster. It supports us in defining and

documenting controls for proper risk

management.

I don‘t see any major risks for my unit and I

would definitely know if there were any. This

will just give us more work to do.

Compliance

Procedures and processes ensure that policies are followed.

Furthermore, mandatory processes

align the whole organisation.

Communication and transparency

How the organisation is managed is not my problem. As long as I know how to manage my department

I’m happy.

I know what I need to know from others to do my

job. Why should I care about the other

departments? There is no need to be transparent for

others. They should do their job as good as I do

mine!

Mapping of processes increases transparency. It also encourages the

communication between different

departments that are involved in the same

process.

There will be transparency in showing

how our processes

support our strategy.

A considerable part of existing confusions can

be solved if we use a common language and

see the interfaces between departments.

Everybody will be aware of his or her role

in the chain and how they contribute to the

output of our products.

Compliance, quality control

and the internal audit department

will be happy to hear this.

We will know about the

management framework

applied in our organisation.

Where is my artistic

freedom here?

We should help to manage

risks.
