Digitalisation has transformed the way organisations operate. New digital tools are available with increasing regularity – and many of them have the potential for a major impact. They enable the transformation of business processes to become more efficient, agile, meet compliance requirements, enhance customer experience or improve the general quality of deliverables. They may help achieve a level of process performance not previously envisaged. Robotic Process Automation (RPA) is one of those digital enablers which has been applied, or at least discussed in many organisations as practice reports and conference presentations show. This process technology is becoming a mainstream trend, relevant for many businesses. However, many organisations struggle to realise the full potential of RPA. According to newer statistics even 30-50% of RPA initiatives fail completely. This is partly attributable to the fact that vendors and journalists are constantly hyping its capabilities to the point where it becomes like the proverbial hammer, to which every problem looks like a nail. The paper discusses opportunities and challenges of applying RPA as process improvement approach. The approach of Value-driven Robotic Process Automation addresses the challenges and realised the identified opportunities. It proposes an approach that helps to focus on the right sub-processes to automate, improve those business processes considering the end-to-end process context and sustain the results through appropriate governance and hybrid workforce management. Agile principles are combined with the required focus and direction. Value-driven RPA is a part of a discipline of process-led digital transformation management, leveraging the capabilities of Business Process Management (BPM) to realise the full value of digital initiatives, fast and at minimal risk.
More and more organizations recognize that Business Process Management (BPM) has become a key management discipline that translates strategy into people and technology based execution. It helps organizations to realize the full potential of their digitalization initiatives. BPM is implemented through the “process of process management” (PoPM). To assure agility and continuous improvements of the PoPM an appropriate digitalization approach for the PoPM itself is essential. However, many companies are failing to recognise the importance of an integrated digitalization of the PoPM. As a result, their management approach is missing the necessary agility required in a digital world. This paper presents a successful approach for the digitalization of the PoPM to enable the discipline of agile BPM. It includes experiences from a first pilot implementation of the developed prototype, the BPM-D Application.
BPM-D Paper, Philadelphia, London, July 2017
Successful Innovation through Business Process Management
By Dr. Mathias Kirchmer and Peter Franz
By Mathias Kirchmer, Peter Franz, Alexander Lotterer (BPM-D); Yvonne Antonucci (Widener University); and Sigifredo Laengle (Universidad de Chile): The Value-Switch for Digitalization Initiatives: Business Process Management , BPM-D®Paper – London, Philadelphia, April 2016
Peter Franz and Mathias Kirchmer: Process Standardization & Harmonization – Enabling Agile Customer Service in a Digital World. In: BPM-D Paper – London, Philadelphia, March 2016
Kirchmer, M., Franz, P: The Process of Process Management – Strategy Execution in a Digital World BPM-D Paper, Philadelphia, London, July 2015.
Mathias Kirchmer, Peter Franz, Alexander Lotterer: The BPM Discipline: Getting More Value out of Six Sigma and Traditional Process Improvement BPM-D® Paper – Philadelphia, London, June 2015
Kirchmer, M., Franz, P: Targeting Value in a Digital World. BPM-D® Paper, Philadelphia, London, October 2014.
Kirchmer, M., Franz, P: Chief Process Officer – The Value Scout. BPM-D Paper, Philadelphia, London, June 2014.