In the course of the lifecycle of almost any business, someone invariably gets the idea that some aspect of the organization could be run better — and suggests that ‘change might do everyone some good.’ The idea of making some change (or set of changes) generally comes from a place called ‘good intentions’ or ‘progressive thinking.’ It might be thought of as being along the lines of, “We are doing well, but could be doing better.”

It is certainly a good idea to have people in the organization who recognize the value of change and want to instill different ways of conducting the business. Yet it is important to understand the motivation behind the suggested change — to truly determine if ‘change’ is appropriate and should (at that particular point in time) be considered.

We are probably all aware of those denizens of corporate hallways who practically make a career out of making suggestions (“We ought to do it this way.”) These same individuals generally don’t have a plan nor the wherewithal to execute on the suggestions. As a result, suggestions from these people generally lead nowhere or can be dangerous.

There are, however, prescient individuals who can identify the need to make something happen either out of a desire to see business conducted more effectively – or out of desperation to see improvement.

These are the people with whom we love to connect! They are the ones who think about how to pair their business challenges with potential solutions. They are usually insightful and  transparent about the issues their organizations face — and what they think could be done to rectify them. We find that while they can speak at length about their business and its requirements, they don’t necessarily have a plan for where they want to ‘arrive’.

We see this as an opportunity to help. We are providers. Many other companies that are providers want to tell you how they can address your problems and, ultimately, sell you a solution. We, however, know that even with a robust, flexible and ‘friendly’ product like Process Director, you need to have a clear idea of what you want to fix before we can help.

If your organization wants to automate processes, provide a better way to interact with documents and assets, process transactions internally and with partners, suppliers or stakeholders, we know we can help. To help you be successful, we need you to be clear about your business, its challenges, and where you want to make improvements.

Sound easy? For some, it certainly is. It is a matter of things like, “We can’t integrate forms into our workflows”, or “Our people in the field need a mobile BPM solution.” These are relatively easy to identify, and we can demonstrate use cases where organizations use Process Director to tackle these issues and realize process improvements. We see and address issues related to workflow, automation, forms and electronic signatures every day. And we love the opportunity to help companies overcome these kind challenges.

Sometimes, however, the path is not always as clear.

Often we hear “Stuff is not getting done”, or , “Our systems just are not working”. There are a number of reasons why that may be the case — and why your current situation may have led you to explore BPM software in the first place.

The discovery stage is an important first step! Understanding whether business process management (BPM) software is the answer is the point where our job becomes really interesting: working with you to understand your organization and challenges — and looking, together, to see if and how BPM software can help you achieve the results you want. This leads to an understanding – you understanding where the gaps in your business and current processes lie, and us understanding if, and how, Process Director can help you to address those gaps and processes.

We have a BPM solution to sell, but will only enter into an arrangement where we know we can help your organization. It is important for both parties to be successful — and we always want to have a clear picture of what that success will look like. From that understanding comes an outline, which leads to real planning, then implementation, then success. It is undoubtedly a journey — and it is one we have built our business on. When we see it work, as it has with so many of our customers, we are reminded why we love what we do.

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