I’m on board. Now I need everyone else on board.
You have likely done your research and determined the areas within your organization that require a new framework for operations. It is an interesting, and liberating, step because it indicates your foresight into your aspirations for your team and your company. When you know your business and are dedicated to it, you have a clearer picture of where you want it to go. Part of moving it forward, however, requires that you get executive sponsorship and team member buy-in.
There is no end to the examples of organizations that have seen marked improvement with BPM. What is important, though, is to get your colleagues to recognize your own company within the context of BPM and to see that getting value out of it does not mean radical shifts in the way you do business. Rather, applying a new mindset to an existing culture and operating model, along with a new platform that can be flexible as your business grows, are essential. And they are within reach.
Liquid Controls is a customer that successfully transitioned into a new BPM-focused way of doing business that helps employees in a variety of groups within the company. All of our customers, in fact, sought ways to include people across the organization to make adoption happen with more efficiency.
No matter what your situation is, thinking through the various aspects of your organization and how BPM can improve them is critical. You recognize the need to change, and now you’re ready to move forward.