The exciting news is that I’ve been given approval to implement workflow and business process management across our entire organization and find a vendor to partner with. After a lot of internal evangelizing, I have executive support to make it happen! I have accumulated a lot of great insights from colleagues about the functionality we need, and now have that most critical piece...budget!

I feel like I have already spent a ton of time on this, and we haven’t even started looking at products. So, for this next phase, I'm evaluating all manner of tools and applications, seeking the right solution for my company, and taking into consideration products (and their viability), appropriateness for our company, price, time-to-deploy, and the ‘fit’ with the vendor. Our goal is to ensure that we can get more work done faster, with improved communication and better results. We will certainly do our due diligence, but there are a lot of moving parts.

It is not hard to find software applications that are labeled as "BPM" or "workflow". There are lots out there. Since I’ve spent considerable time learning about the needs of different groups within our company, I have a specific set of requirements based on those BPM and workflow needs. First and foremost, the product must meet our standards and desired goals: 1) Increase efficiency in our operations, 2) Streamline how work is accomplished, 3) Improve collaboration, and 4) Expand our (collective) business insights. More than anything else, of course, it needs to address our business issues— but has to do that without creating extra layers of work. In other words, this workflow solution should help us get the right people involved, give them the ability to make decisions based on better information, process the results of those decisions, trigger each step in the process, and provide a track record of what transpired. Whew!

In evaluating vendors, one thing that stands out is how many say they provide BPM and workflow tools, but on deeper inspection, it looks like that's not actually the case. Instead of offering a unique workflow solution, many of these companies have what appears to be a workflow-based engine that was intended to work specifically with some other application; maybe ERP, CRM or SFA. That’s not what we are looking for— and I can spot an inadequate solution within two minutes into a demo.

Part of my evaluation is based on WHAT the product does, but also WHO the company is. This is not a pair of shoes that we are buying. I need to know that I can trust the people behind the product, that they take pride in what they do, and that they are easy to work with. After all, we are betting a major part of the foundation of our business on this.

I have taken part in a few demos and it is striking how most begin with a PowerPoint and 45 minutes of talking (a vendor monologue…) What I am looking for is a team who listens and wants to know my story. I want them to be honest and forthcoming, and to understand how they can help me and my company, given our unique characteristics.

The right vendor will be able to give me an accurate portrayal of what life will be like with its solution, and can address these questions:

• Can the product they provide address processes both across all internal groups and externally to third-parties? How is integration and collaboration handled?
• Does the product they provide improve workflow as a result of HOW it will be accessed?
• Can the product they provide effectively facilitate workflow and processes through mobile, social and other types of digital interaction?
• How much functionality does the company offer relative to electronic forms? Do they have the ability to accurately be called "smart forms"?
• What is the ease of building apps and forms? Can non-developers and business users participate in creating and modifying processes?
• Will I be able to take advantage of predictive capabilities with the product they provide?
• Are there data and analytics capabilities that I can use to better understand how my processes are performing?

The answers to these questions will determine how we move forward and which vendor we choose. We want to start with a conversation and a dialogue, though, not sit through a one-size-fits-all presentation. My hope is to find a vendor who is interested in more than my purchase order. I am looking for a partner that is invested in me achieving the results we need. If I can find that company, then I know I will be closer to project success.

Summer has finally arrived and with it come opportunities to catch a wave, dig your toes into the sand, grab a cold one, and decompress. If a nearby beach is calling your name, we'd like to send you off with that long-standing tradition of loading up on workflow-related material for your beach reads. While the beaches are filled with teens frolicking to summer grooves and kids kicking sand into your guacamole, you'll be content and ready to re-charge, as you ‘entertain’ yourself by flipping through some of the finest thinking on how BPM software and workflow software are changing the way the world works….

In all seriousness, it's true that we usually don't take time to ‘learn’ because we're so heads-down in "doing." It becomes easy to stick with what we know, but summertime gives us a reminder that slowing down and looking around usually presents some interesting opportunities.

We think about BPM and workflow all the time, and our website is loaded with best practices, knowledge and BPM resources to help you become smarter about BPM solutions and methods that can impact your business. For the purposes of convenience (and not to overwhelm you), we've chosen a few key pieces to help you better understand how BPM and workflow actually work, how to prepare your organization for using them, and what you can expect to gain. So here is the essential list of BPM and workflow beach reads (and your cue to grab that cold one):

1. The Project: Process Pat and the Journey to Process Improvement
This blog series follows Process Pat as he embarks on a path to improve his company's decision-making and outcomes by using BPM and workflow. Part 1 shows how Pat introduces the project to colleagues, then follows with how he gets executive approval in Part 2. In Part 3, Pat uncovers some important truths about how things get done within his company. This impacts how he proceeds with his project.

2. BPM Means Business. So Does Workflow.
This blog provides an understanding of the differences and similarities between BPM and workflow, and how different types of organizations benefit from them.

3. Business and the Clock: Workflow and Time
Time can be both the greatest asset and, potentially, biggest enemy, of any business. Failing to meet a schedule or not delivering on expectations can be disastrous. This blog explains the importance of having the element of time included in your BPM and workflow solution.

4. Business Process Outcomes: What an Enterprise Should Expect for Its BPM Investment
The blog outlines seven key outcomes that an organization should expect after implementing BPM. It provides a roadmap for ensuring success and driving towards important business-process improvement.

At this point, you should be well-versed in the language, trends and key elements of BPM software and workflow software. Feel free to grab another cold one, catch a wave, and start a process. Cowabunga!

I have been in “learning mode” in recent months. Over the course of numerous meetings and strategy sessions, I have spoken with team leaders and executives across my company to secure approvals and obtain executive buy-in. Those were important steps in moving forward with implementing our BPM and workflow solution. Those conversations have enlightened me about critical changes that need to take place in order to make our company more efficient— and I feel validated that many of these issues can be solved by deploying workflows and applying best practices.

An important takeaway from all of this work has been to help me build requirements for the kind of solution we need. At our size (we are currently at 4,400 employees, but growing monthly), with our geographic distribution (we have offices in five countries, and do business through partners in 16 different countries), and based on our organizational structure, I realize that we have to be specific in the solution we choose. It needs to address issues that are particular to our company.

Now, I realize that every group in the company thinks its concerns and priorities are special. Some can trot out pages of requirements, while others think along the lines of, "Just give me something to speed up the approval process." Irrespective of what they need, I was struck by how well they could all articulate their needs. Clearly, some things have been missing and a solution is sorely needed.

My exploratory phase was based on a parallel line of questioning to business owners within my company. I needed specific information such as: 1) What process elements do you need to be more successful in your job right now, and 2) If technology could change how you do your job, what would that technology look like? The answers were surprisingly consistent across different groups in the organization, and everyone I talked to was focused on outcomes. It was obvious that my colleagues are wanting to see improvements occur as soon as possible, but they are also willing to be patient while they build a foundation that delivers success longer-term.

As a result of feedback from colleagues, I will be looking at a solution based on process automation and workflow, but one that also addresses some of the more intricate elements of "getting stuff done." I expected to review piles of whitepapers and watch endless hours of product pitches before arriving at even a few potential solutions. I was surprised, however, to learn that most BPM and workflow solutions do only a limited number of things. They say they do them really well —but they don’t appear to have a lot of flexibility in their capabilities. So, I have a couple sales calls lined up with interesting vendors, and these are the things I am going to press them on. I know that once I find a solution that can address those specific things I will have what my organization wants and will get on board with:

A tool for businesspeople
We have a fantastic group of developers in our IT organization, and I am impressed with the work they do. But they are busy, their request queue is far too long, and many of the items on their list require way too much communication with the business owners. I would rather have our IT team focused on addressing business-critical issues anyway, rather than making changes, for example, to drop-down menus on internal forms.

My experience tells me that if we, as business owners, could change and update our forms and processes ourselves, our company could save a significant amount of time (and money!). In fact, it seems that as processes get further away from users, the quality and capabilities of the solution are often less-than-exemplary. We want to avoid outdated hierarchies of responsibility. The reality is that our business should not have to wait for IT to fix our processes. For one thing, this creates a huge game of organizational "telephone" where requirements are created and a team organized. Unfortunately by the time the developers start working on a solution, the original needs are often misunderstood. Even if requirements are met to the letter, there's a nuance to knowing what you want, and the business owners are the ones best equipped to spell that out.

We are seeking a users’ tool so that we can demonstrate greater time-to-value from our processes and business operations.

The ability to see beyond a "to do" list
Especially in today's fast-paced business environment, time is a critical element to an organization's processes. The ability to anticipate activities and deliverables provides a unique and competitive advantage. This means changing from a "wait and see" environment to one where predicted outcomes can result in better planning and more realistic expectations.

The best way to make educated predictions as to what will become of our resources, processes and activities is through intelligence derived from our very own processes. Probably the best intellectual property in our organization is contained within the data and decisions that form the basis for the business processes we operate very day. Analysis of that data can help keep projects moving forward, as well as to suggest when adjustments need to be made due to timelines and milestones not being met. A tool that delivers this will help us be more nimble and adaptable.

Timeframes to keep the organization on-task
Our business goals change from quarter to quarter, and we need to complete projects and deliver results based on these timeframes. I have been surprised to learn that many business process tools emphasize the process as if it existed in a vacuum. Those of us on the front lines know all too well that the results of these processes are what allow us to be successful— or show that we have failed.

The processes we operate need time-based goals and milestones that can be tracked and managed. Irrespective of how long something takes our feeling is, that at some point, deadlines, timelines and accomplishments rule the day (more than the processes themselves.) The work that people do needs to be understood in terms of how long it will take; a timeframe can be used to set expectations. Just ask anyone who's had to deliver something by the end of the quarter and they'll gladly validate the fact that, as Benjamin Franklin famously said, “Time is money.”

I have planned calls this week with different vendors. I expect to get the hard sell from at least one of them, and that’s alright. They have a product to sell, and I have a need. But I will be looking for a vendor who will listen to my needs, seek to understand my situation, and help me identify a solution that enables me to create a solid foundation on which I can grow my business.

All organizations operate according to a certain level of “group think“. That's not necessarily a bad thing because we all want employees focused on the same goals and adhering to similar work styles. As much as we don't want to admit to any amount of “Orwellianism” in our companies, while all of our employees at my company are equal, some are more equal than others. Those who are not equal are who we call ‘the executives.’

I do not mean to suggest that there is any unfairness. On the contrary, my company is a very democratic place. Irrespective of where ideas come from, they are valued and evaluated based on merit, not on the pay grade of the person who suggested them. And it is because I work in such an egalitarian place that I have a shot at getting my workflow project approved. I’ve done my due diligence, a ton of research, and already started to look at some vendors. My project proposal will, I believe, be rewarded with a green light to move forward.

We all know, however, that there can be a lot of yellow and red lights after receiving the initial approval. Issues are bound to arise, we may need more resources or encounter unforeseen hurdles; any number of potential challenges may rear their ugly heads. To help pave the way, I need an executive who will champion our cause and intervene when needed. Perhaps even knock down doors when my voice is not being heard. Executive buy-in and support is critical to my workflow project being successful.

I have learned that it is critical to find one or two executives who see the merit in my project and recognize the long term benefits. I also understand that they don’t need to be workflow experts; they don’t even need to know me all that well. What is most important is to align with the execs who have a vision for our company and who value innovation.

The first thing I had to do was to realize that although my business card says, "Director of IT", I'm also a salesman— and I have to evangelize my plan in order to get executive backing. So, I organized my plan into the requisite sales tools: a PowerPoint that highlights my goals and plans for achieving them, a spreadsheet that shows cost savings, and flowcharts that show before and after scenarios. I'm trying to paint a picture of what our organization will look like after the workflows are implemented. But I am also demonstrating that our entire organization could be different. And not just different — better!

There are many execs here who are enlightened and progressive and ultimately champion projects that will bring about change. At the same time, these are busy people with lots of demands on them, so if I waste their time, I may not get a second shot to plead my case.

In a way, I am proposing a partnership. Clearly I will have to do all the work. But knowing that I will have an executive champion to see this workflow implementation project all the way through is invaluable.

I am taking these messages to the executives I think can support and advocate for my workflow project:

1. Value: Implementing workflows will result in an improved and more efficient way of handling our business processes. I know it because I live in a world consisting of both written and ad hoc ways of doing our ‘business’. I recognize that having workflow will provide a framework for improving our decision-making, managing our assets, and providing the collaboration we need to become even more successful. Workflow will even help us anticipate when and where we can expect to see shifts in our business so we can plan accordingly. This provides insights (I call it value) across the entire organization — and I can make a very profound case for how we can do this.
2. Savings: With greater efficiency comes a reduction in resources we have to apply. Workflow will enable us to include documents needed for validation and/or approval which means less time spent retrieving assets (later) to make decisions. We can target stakeholders more closely and with greater accuracy, eliminating wasted time and reducing roadblocks. The workflow solution I'm evaluating even integrates with social media so I can incorporate different types of communication to ‘meet’ stakeholders however and wherever they operate.
3. Growth: Ultimately, all companies want whatever is implemented to be sustainable. Certainly my executive champion will want that to be the case. (This is where I have already felt enthusiasm among the C-level execs with whom I have been talking.) They have the foresight to see how an investments made now can pay off in the future. In their minds, standardizing operations and creating a solid foundation on which to build for future growth trumps the (sometimes cultural) changes that may need to be made to get us there.

With my proof-points in hand, I have already set up meetings and will start to do my internal "road show". My hope is to identify one or two executives who have the vision and political capital to help us move forward, and act as my consigliere throughout the course of the project.

Business is going really well at our company. We have seven consecutive quarters of significant growth, dramatic improvement in margins, we are hiring good people, and morale is great. In the midst of this, the last thing anyone wants to do is kill the momentum. Which is why, if I don't nail the project I'm planning, I could easily become the guy who ruined all the fun.

The truth is, I think we have the potential to improve. Even with all this success, I see areas that would benefit from business process improvement— in areas like how we manage tasks, how we communicate, and how we make decisions. I see this from the perspective of an employee whose work depends on business processes and workflows. Yet, as Director of IT, I also know that with the right solution, the right internal buy-in, and collaboration, we can improve on how our company achieves its goals. If I can get agreement and support to drive a project that identifies and implements a business process improvement solution, I have no doubt that every department within the company will get on board.

It is interesting how success can sometimes breed complacency. Some might attribute it to the "if it ain't broke, don't fix it" syndrome. In other words, since business is going so well, why introduce something that will require ‘change’ and modify our business operations? My vantage point tells me that this is precisely the right time to make a change. We are already running efficiently and have a focus on our goals. Some could translate that as we're already where we want to be. Yet, I’m sure we can do better.

So the challenge is for me to sell it. I need to get senior management to approve and support the project. In fact, I even need them to champion it. The first step, however, is to get my CIO and other executives to recognize that this is not the time to sit on our hands. I need them to see that with action, we can prepare our company for a future where we can replicate the things we are doing well right now— and even do them more effectively.

In order to get their approval and for me to then be able to move forward, I have to explain it in their terms. I need to inform and persuade our executives by focusing on outcomes. I want them to see the critical improvements that our company will realize with the implementation of this kind of thinking (yes, I need to talk to them about business process management), and I also need to assuage any concerns they have. My approach will be a mixture of salesmanship and exploration. I recognize that in the course of doing this, I will also learn more about the issues they think are important, and ultimately, I may bake those into our solution.

These are the issues I will address in order to get executive approval:

ROI: As they say, accentuate the positives. Our executives need to answer to their Board and investors; their performance is based on how well they manage costs and increase revenue. I am doing a fairly rudimentary cost/benefit analysis that demonstrates significant cost savings from deploying a robust BPM solution. It includes estimates of reductions in the number of hours employees spend on time- consuming tasks, the impact of faster and more collaborative decision-making. And because I am looking at a BPM solution that doesn’t require coding to create processes, my ROI shows significant savings that will come from avoiding the IT application queue (plus having the ability to create, modify and manage their own processes.)

Empowerment: Executives love it when people can do more. A BPM software solution, especially one that does not require IT to build and manage processes, empowers employees to improve their workload by creating more efficient ways to accomplish tasks. I know they will love to learn that we can reduce the IT burden and give staff the ability to build, implement and manage processes. That means there will be cost savings and change management all in one.

Risk mitigation: There are always concerns, with any new BPM or workflow software, around allowing access to company and customer data. I completely understand that! If our data falls victim to a hack or security breach, it could have a major impact on our brand; if customers cannot trust us, they will not remain customers for very long. I have already built in tight security controls for our network and our environment. To ensure that our BPM system will be secure, I have developed specific guidelines for usage and access, and, with the solution I'm proposing, I will be able to monitor usage trends and behavior.

Automation benefits: Most of our business activities consist of repeatable processes. The issue is finding time to actually codify them as processes and commit them to how people work. In my company, even the C-level execs are frustrated with the length of time it takes to accomplish certain tasks. I am going to demonstrate what a BPM solution with workflow automation capabilities can do to automate certain tasks, thereby reducing red tape and increasing efficiencies across the organization.

My work is cut out for me. Our execs, like all execs, are a demanding bunch— but that is why I like being here. I want them to really poke at my project because it will ultimately help me create a better plan.

I will be back shortly...and I will let you know if I got the green light. Wish me luck!

Continue The Journey

The Project, Step 2: Process Pat Seeks Executive Champions

When people first look for a solution like Process Director, they use search terms like, "BPM software" or "workflow solution". They are correct in thinking that way, and those search results will serve as a starting point for who we are. At BP Logix, however, we are a BPM company that thinks of what we do as using BPM and workflow to help organizations become more efficient —and ultimately create more value.

Our goal is to help you make your company a better version of itself. The toolset we offer delivers business process automation, workflow management software, process timelines and a host of other capabilities. Some see these as being different types of solutions, as if BPM was independent of workflow. Some companies may choose to implement solutions in that way— however we know that, irrespective of what a solution is called, it must address the organizational and automation needs of its customer. For BP Logix, BPM, workflow, and automation are all intertwined to create a platform that facilitates business growth.

To be candid, there are differences between BPM and workflow. BPM is more comprehensive; it considers dependencies and the entirety of the business and can do more than simply manage those things. It can also analyze them, anticipate their outcomes, and encourage thinking as to how to do things better. Workflow is more tactical. With workflow, you can ensure that the processes you want are acted upon and your business goals are achieved. At the end of the day, however, BPM is most effective when its purpose is tightly integrated into the functionality that workflow provides.

Process Director was developed to offer a complete BPM solution that combines BPM and workflow, with the goal of simplifying and codifying how business gets done. Working together, BPM and workflow strive toward simplification as the goal. To achieve that goal, however, the foundation of a robust and reliable BPM and workflow solution must be an attempt to create an optimal future. That foundation must be able to deal with different strategies— agile, waterfall, checklist.

Irrespective of how it is done, there comes a point where the differences between BPM and workflow are irrelevant. The reality is that, for every possible business outcome and consequence you have not considered, this foundation will enable you to simplify and manage it to meet your business goal.

We encourage customers to be very specific about their goals for BPM and workflow— but to also be flexible in how they use Process Director to achieve them. Consider these as guiding principles:

Who is participating: Who are the main stakeholders — what do they NEED and what will they REQUEST? Those are different, and you need to be judicious in what you agree to deliver. Part of your job will be to get them to understand the macro nature of your project, not just the part they plan within it.

Identify potential risks: In a linear and interconnected way, think through where you anticipate pain points —and contemplate how to avoid them. Consider if these are likely to restrict the business or put it at risk, or if they are just roadblocks. BPM and workflow can overcome roadblocks. Major risks will be dealt with by your legal team.

Keep purpose in mind: You (may) have to get stakeholders to step back and remember the ultimate goal. And you and the project team must remember to ask yourselves repeatedly, "Is this action leading me towards our goal?” If you do not ask that, you may end up moving the project in directions you never intended to….

Integrate business and IT goals: There is a need to align business and IT goals. Reaching a successful outcome for those two functional areas may involve different skill sets and requirements. That is perfectly normal and expected, as there is a symbiotic relationship between IT and business. Ultimately they are both trying to achieve results that are complementary. Make sure, however, there is an effort to articulate goals (and acceptable practices for achieving them) from the start.

BPM. Workflow. Working together, and with a definitive purpose within an organization, the right solution will have a dramatic, positive business impact.

Spring is in the air, and for students, that means that freedom is close at hand. Although their plans may include summer jobs, internships and vacations, college administrators are using this time to re-tool and plan for the coming academic year.

Establishing and maintaining processes for the diverse activities that occur in a college environment is critical to helping students become successful, as they prepare to navigate school and life.

Colleges and universities live by a rigorous calendar that includes many repeatable process activities. Having a business process foundation underlying these actions enables the institution to run smoothly, servicing the needs of students, professors, vendors and other stakeholders. From enrollment to course selection, student services to employee management, the entire college experience (at least, for those responsible for operations and management) requires participation, collaboration, and effective repeatable process management of records and processes.

Let us consider the situation that most institutions of higher learning are in: they are not-for-profit (money is tight), their deadlines are driven by a strict calendar (one that cannot be changed if something goes wrong), they serve a diverse population (students with different needs, from different backgrounds, all with different expectations), and are beholden to a noble, but somewhat vague, goal (create a more educated citizenry). Imagine creating a business plan that has this kind of backdrop. Venture capitalists would run in the opposite direction.

While this scenario might look unwieldy and insurmountable to some, for smart colleges — those that have deliver a great education while existing on a solid foundation of organizational best practices — operating with process efficiency and generating solid results means the same thing as it does for a Fortune 500 company. As with any well-managed and forward-thinking organization, for colleges, BPM software and workflow software are critical tools.

BP Logix has worked with a number of colleges universities and technical colleges, gaining insight into their needs and expectations. Davis Applied Technology College (DATC) in Utah has a goal to continuously innovate and improve, whether delivering programs to students or services to support staff. Recognizing that it had cabinets filled with paper forms —and processes that would benefit from workflow automation— the IT team reviewed its requirements, scope and criteria, then issued an RFP for a repeatable process automation solution to automate its processes and more effectively manage its forms and data. Determined not to build the solution in-house and with the support of the President’s Council, DATC selected Process Director BPM software.

DATC then rolled out the repeatable process management solution to a number of departments. In student services alone there are already 17 completed processes with five in the queue. In Finance there are seven processes. In HR and IT the progress is equally impressive. The Director of IT paid us a compliment when he said, “Knowing where our business processes and workflow are without having to chase them down is invaluable. What used to take days is taking hours — what used to take weeks is taking days.”

Columbus Technical College is one of 28 colleges in the Technical College System of Georgia, and its focus is on providing education for the 21st Century workplace in areas like healthcare, business, applied sciences and general studies. Columbus serves about 4,000 students per quarter and operates on an $18 million budget. CTC’s innovative IT department identified BPM software and workflow software as essential elements in solving a long-standing issue: repeatable process management of the vast amount of information required for approvals and decision-making for all types of issues.

The IT group recognized a need to eliminate manual routing of data and documents and replace it with an automated system. They evaluated a number of repeatable process management solutions and decided on using Process Director. As a result, they have been able to streamline business processes on campus—and provide enormous benefits in terms of information access, efficiency and cost savings.

The lesson for today, students, is that irrespective of what the organization does, it has goals, and operating with greater process efficiency while reducing complexity is among them. BPM software and workflow software are proven repeatable process management solutions that enable institutions to ‘do’ business more effectively and remain focused on their greater purpose, no matter what that purpose is.

Ready to see for yourself?  Contact us today and schedule a free workflow software demo of Process Director from a BP Logix BPM software and workflow software expert.

Spring is in the air, and for students, that means that freedom is close at hand. Although their plans may include summer jobs, internships and vacations, administrators in the higher education industry are using this time to re-tool and plan for the coming academic year.

Establishing and maintaining processes for the diverse activities that occur in a college environment is critical to helping students become successful, as they prepare to navigate school and life.

Higher education institutions live by a rigorous calendar that includes many repeatable process activities. Business process management software enables the institution to run smoothly, servicing the needs of students, professors, vendors and other stakeholders. From enrollment to course selection, student services to employee management, the entire college experience (at least, for those responsible for operations and management) requires participation, collaboration, and effective management of records and processes.

Let us consider the situation that most higher education institutions are in: they are not-for-profit (money is tight), their deadlines are driven by a strict calendar (one that cannot be changed if something goes wrong), they serve a diverse population (students with different needs, from different backgrounds, all with different expectations), and are beholden to a noble, but somewhat vague, goal (create a more educated citizenry). Imagine creating a business plan that has this kind of backdrop. Venture capitalists would run in the opposite direction.

While this scenario might look unwieldy and insurmountable to some, for smart colleges — those that have deliver a great education while existing on a solid foundation of organizational best practices — operating with process efficiency and generating solid results means the same thing as it does for a Fortune 500 company. As with any well-managed and forward-thinking organization, for colleges, business process management software and workflow software are critical tools.

BP Logix has worked with a number of higher education institutions, gaining insight into their needs and expectations. Davis Applied Technology College (DATC) in Utah has a goal to continuously innovate and improve, whether delivering programs to students or services to support staff. Recognizing that it had cabinets filled with paper forms —and processes that would benefit from workflow automation— the IT team reviewed its requirements, scope and criteria, then issued an RFP for a business process management software solution to automate its processes and more effectively manage its forms and data. Determined not to build the solution in-house and with the support of the President’s Council, DATC selected Process Director BPM software.

DATC then rolled out the business process management software solution to a number of departments. In student services alone there are already 17 completed processes with five in the queue. In Finance there are seven processes. In HR and IT the progress is equally impressive. The Director of IT paid us a compliment when he said, “Knowing where our business processes and workflow are without having to chase them down is invaluable. What used to take days is taking hours — what used to take weeks is taking days.”

Columbus Technical College is one of 28 colleges in the Technical College System of Georgia, and its focus is on providing higher education for the 21st Century workplace in areas like healthcare, business, applied sciences and general studies. Columbus serves about 4,000 students per quarter and operates on an $18 million budget. CTC’s innovative IT department identified business process management software and workflow software as essential elements in solving a long-standing issue: management of the vast amount of information required for approvals and decision-making for all types of issues.

The IT group recognized a need to eliminate manual routing of data and documents and replace it with an automated system. They evaluated a number of business process management software solutions and decided on using Process Director. As a result, they have been able to streamline business processes on campus—and provide enormous benefits in terms of information access, efficiency and cost savings.

The lesson for today, students, is that irrespective of what the organization does, it has goals, and operating with greater process efficiency while reducing complexity is among them. Business process management software and workflow software are proven business process management solutions that enable higher education institutions to ‘do’ business more effectively and remain focused on their greater purpose, no matter what that purpose is.

Ready to see for yourself?  Contact us today and schedule a free workflow software demo of Process Director from a BP Logix BPM software and workflow software expert.

Internal projects usually have a champion who is passionate about his or her purpose. Champions are super-charged and committed to their vision. They want to beat down doors and make sure things get done. When a project’s success is dependent upon user adoption, however, it is best not to scare everyone off with the unbridled enthusiasm that champions express.

Workflow is just such a project. While the goal is for business process improvement (BPI), that can only happen if employees buy in, get engaged and feel like they will have a role in the outcome (success) of the project. Doing that requires a judicious approach; demanding adherence or ‘promising the stars’ are strategies that typically fall far short of the goal: getting users on board. To facilitate workflow software adoption, it is important to have a project leader who is collaborative, innovative, and focused. (Think Winston Churchill, not the Great Santini.)

The customers we work with cite a variety of ways that Process Director engages their employees—and there are certain elements that they have in common. These have a lot to do with recognizing their roles in contributing to business goals, while also eliminating many of the more frustrating parts of their jobs. Interestingly these are also the things that contribute to organizational change, which ultimately lead to better business outcomes.

We encourage you to consider how workflow tools can truly empower your organization and elevate the ability of staff to be critical players in business success:

Collaboration: No one wants to operate in isolation and, given the technology available to today’s enterprise, they should not have to. That said, too few companies truly provide ways for employees to contribute their skills and capabilities. Workflow, however, is based on the concepts of participation and collaboration. In fact, it does not work well unless the right players are involved. When more people can access information, are part of the decision-making, and facilitate actions performed by the right people, the organization has a greater chance of meeting its goals. Good leaders recognize that workflow offers both a microscope and a magnifying glass— and can be used in different ways. It’s not about “more, more, more” in terms of productivity, but “more, more, more” in terms of inclusiveness.

Analysis: Workflow software is implemented to provide long-term value to organizations that want to deliver results quickly; they also expect workflow to provide a better understanding of their business. A workflow solution like Process Director generates insights as to what is happening in the business and where improvements can be made. Beyond just capturing what is going on, Process Director can offer an analysis of multiple actions — and even anticipate future activity with it's business process automation software technology. The truly critical issues and process can, through insight and analysis, be changed — and, most importantly, improved. And while a weekly Excel report can document specifics, it does not encourage staff to seek solutions. On the other hand, Process Director empowers users to hone their own analytical skills with the insights provided by Process Director. When combined, they give an organization the ability to change and improve in ways that are meaningful— to them, their customers, and the bottom line.

Engagement: Process Director does not require coding skills to change or create a process. By knowing and understanding what is important to the team, changes can be made that will impact company performance. Two important outcomes result: 1) A potential for better processes and company operations, and 2) A sense of ownership among employees. What’s more, when employees know they can contribute, a general feeling of corporate esprit de corps begins to permeate the organization. This becomes an invaluable asset for any organization, and one that begins to build upon itself.

BPM software and workflow software are business tools. Using them effectively starts with setting appropriate expectations and charting a course for long term implementation that includes people who understand how they can benefit — and contribute.

In One Hour, You’ll See Your Business in a Whole New Light

https://youtu.be/ueJL0lgHIXM

No one wants to do the same thing, day in and day out. Especially in your job. If you’re not finding ways to improve and innovate, you probably aren’t providing much value.

At the same time, the idea of change is often scary. Sometimes it requires you to move out of a comfort zone —and at other times to buy into a new vision. That might seem daunting to some of us, but what if, as a result of this ‘movement’, you could improve the foundation of your business operations —with minimal stress? And what if you could share a workflow software solution that had the flexibility to change as the business changes and grows? THAT would be worth the effort, wouldn’t it?

Change in the business environment is inevitable. There are big changes (replacing key executives, losing major customers, market swings), and there are small changes (updating reporting requirements, re-organizing distribution lists). Some are anticipated and manageable; the big ones can, however, pull the rug out from under you. When you have employed the right tools, however, the business can keep moving in the direction of its goals.

A Free Workflow Software Demo Will Put Organizational Change at Ease

We know about change. We have been fortunate to partner with dozens of customers as they use Process Director workflow software to improve operations, increase collaboration, create new processes, and effectively change how their organizations get stuff done.

You know what change means within your own organization — now we would like to invite you to experience Process Director. Having first learned about your organization and its goals, our free workflow software demonstration of Process Director will provide a customized view. We will show how the workflow software can address issues in the context of your organization. Our customers tell us that they appreciate the fact that we don’t have a ‘one size fits all’ mentality —and that we customize what we share to make the conversation more relevant.

It is important for organizations to adopt workflow tools that enable them to be more efficient and adaptable to changing business requirements. Just like the weather, business priorities and tactics can change rapidly and sometimes before we are completely prepared to deal with them. Process Director has business process automation software with predictive capabilities built in that enable users to meet changing demands. And, of course, all of this can be done without programming.

The free workflow software demo and discussion we engage in will provide you with insights as to how Process Director works —and give you a feel for the ease with which you can make changes and adapt to your company’s needs. We can point to awards and customer validation; their story is not your story. What you have going on in your group, division, and across the entire company is unique and we want to talk specifically to your issues and concerns.

The best way for you to understand what Process Director can provide is to see it in action. Be able to map Process Director to your specific challenges and needs is our goal. Where it can make the biggest impact is up to you.

While we can provide a list of what Process Director can do, seeing it in action will give you the context as to where it might best fit in your organization. And, of course, it helps us to have a more meaningful conversation regarding where you want to take your business.

We invite you to contact us and schedule your free workflow software demo of Process Director today!

Business Process Outcomes: What an Enterprise Should Expect for Its BPM Investment

We talk with companies of all sizes and shapes and, even though their industries vary, their business challenges are usually quite similar. Some have preconceived notions of what a business solution “should” look like. And they have perceptions as to what success looks like as well.

It is not our job to suggest a workflow solution where one is not warranted. We always have to consider a customer's predilections when creating the right solution for them. It is important, however, for decision makers to understand the reality of what workflow is— and what it provides.

The first part of our engagement with any customer is to listen to their story and learn what is important to them. We are workflow and business process experts, but we can’t identify how to help a customer until we understand their challenge. Once we “get it”, we can work with that customer to suggest where BPM and workflow could help.

For us to be successful, and for our customers to derive value, we must also help them achieve a significant ROI. And our customers tell us they have achieved measurable improvement in these areas:

1. Document format standardization: Different types of documents are used within organizations, with differences attributed to functional needs and design preferences. This is totally normal. As long as all documents adhere to business rules and some level of guidance, which are provided by a workflow solution, variances in look-and-feel can be accommodated.

2. Deeper user engagement: The whole point of workflow is to increase transparency and eliminate bottlenecks caused by participants who are unaware of changes and updates. A workflow solution must alert people to changes in documents, request approvals where needed, and provide real-time updates. Those enable the business owners to manage expectations and be better equipped to anticipate where issues might occur. They enable them to be more informed and able to adapt.

3. Integrate data: No matter how you look at it, data drives an enterprise. There's almost nothing that happens that is not ‘informed’ by data that resides somewhere else within the organization. Irrespective of company size, data needs to be shared and workflow is the best enabler of that communication. An effective workflow and process management solution should be able to easily pull data (that includes specified, selected sets of data) from different documents and applications, and integrate it into a usable, functional presentation layer. This data forms the foundation of the workflow— and it is critical that it be easy to create and manage.

4. Make use of replicable patterns: A key element of business efficiency is automating processes. Workflow provides a foundation upon which processes can be built, and is done in a way that mirrors human activity. Doing so allows participants to optimize what works best for them, and use what they've learned in other processes. The goals can be different however the workflow foundation and processes supporting it can be re-used and re-purposed.

5. Better governance: Once created, workflows can be adapted and changed, however the workflows themselves must be carefully managed. You want everyone included who should be included — yet access needs to be limited to those who are actively involved. A solid workflow solution will facilitate easy change management, so that new players can get involved and contribute.

6. More user and admin flexibility: With all the great things a workflow provides, one of the most important things it needs is flexibility. This means it has to be changeable, easily, to adapt to new business needs, new participants, and updated goals. Workflows are not built then left to fend for themselves. This limits what workflows can provide. The true test of an effective workflow is one that is able to constantly change, like the business it supports.

7. Increased predictive capabilities: Irrespective of what you are trying to achieve through your workflows and processes, you should be able to have visibility in to what a post-workflow world looks like. Your solution must provide intelligent, thoughtful predictions about the improvements you will see, then measure whether or not you are actually achieving them.

Business challenges come in all shapes and sizes, and they are not easy to predict. But if you have implemented an effective workflow solution and adhere to a smart business process framework, you will be well positioned to deal with any issues you might face. You are trying to build something that will enable growth; your workflow and BPM will prove time and again that they can be effective tools to help you do that. Contact us to learn more about Process Director and schedule a free demonstration today.

Jim Barksdale, the charismatic CEO of Netscape, famously said, “Nothing happens until somebody sells something.” In the business world, truer words have never been spoken. Money is the lubricant that runs everything we do. The purpose of every organization is to grow and improve—and a better bottom line indicates achievement on both counts. Reaching a certain financial outcome is, however, determined by numbers, and numbers only.

What the bottom line fails to calculate, however, is the human element in our business ‘activity.’ Improvements can be made - sometimes big, sweeping improvements - that do not show up on a spreadsheet. In sales parlance, this is often referred to as a "soft benefit", and may not, unfortunately, be considered. When we talk with Process Director users, however, we find that these "soft benefits" are precisely what fuels large organizational changes which, in turn. ultimately lead to better bottom lines.

This is the crux of the Process Director BPM software value proposition. It enables processes that lead BOTH directly and indirectly to improvement!

Those improvements occur in a variety of different ways:

Participant contribution: Let’s be honest: this is not exactly sexy stuff. But business process management (BPM) is a critical piece of how we run our organizations When we have better insights into the way our companies operate, we get a deeper sense of what is, and what isn't, working. Maybe we knew from the beginning that invoices weren't getting approved quickly because submitters did not include copies of paperwork, for example. Yet, when using a BPM and workflow tool we can identify what is occurring throughout the course of a process, contributing our personal knowledge to improve how things get done. (And reminding submitters, in this example, to include the appropriate documentation). Imagine if everyone in an organization had a tool that would allow them to be that involved?

Insight: For the sake of speed and expedience, people want to be supplied with data and metrics on a regular basis. In far too many cases, users just want to validate the status of some activity. But that's not what is essential. The really critical things are the issues and process that can be changed and improved through insight and analysis. A weekly Excel report can indicate specifics, but it does not encourage users to seek solutions. Process Director empowers users to combine their own analytical skills with the insights provided through our BPM and workflow solution. When combined, they give an organization the ability to change and improve in ways that are meaningful to them, to their customers, and indeed, to the bottom line.

Usability leads to engagement: Process Director does not require users to code in order to create or make changes to usable processes. By knowing and understanding what is important the right types of changes can be made easily, changes that can impact company performance. There are two important outcomes that can result from this: 1) The potential for better processes and operations, and 2) A sense of ownership among the employees who are involved. What's more, when employees know they can contribute in this way, a feeling begins to permeate throughout the organization— creating an internal esprit de corps. This becomes an invaluable asset for any organization, and one that begins to build upon itself.

BPM software and workflow software are business tools. Using them effectively results in greater efficiency and effectiveness. Those lead to bottom line business process improvement. We know that customers seek that when looking for a solution initially. We have come to find, however, that the bottom line is not the only benefit from automating and streamlining processes and workflows. They are solutions that breed the mindset of accountability and improvement— and that ultimately leads to better financial results.

Time can be both the greatest asset and, potentially, biggest enemy, of any business. Failing to meet a schedule or not delivering on expectations can be disastrous. Having insight into your organization’s cadences and applying that information to ‘predict and prepare’ is one of the most important advantages any company can have.

Within the preparation process itself is the need to manage deliverables, activities and actions. One of the best ways to do that is by streamlining and automating the processes that run the company.

Process Director has been developed to address the dimension of time as it relates to meeting the demands of today’s business environment. The patented business process automation software technology, Process Timeline™, gives users the earliest and most immediate notice of potential delays in processes, leading to earlier intervention and fewer surprises. It also offers process owners the ability to examine “what-if” scenarios, enabling them to predict the impact of an anticipated or hypothetical delay in a given process instance.

Analysts at Info-Tech Research gave high praise to this functionality when they said, "...[the Process Timeline] ensures that processes are triggered and executed in the proper order. The Timeline feature also displays all of the project due dates in relation to each other, and when a due date is missed or the workflow is edited ad hoc by a user, the Timeline automatically adjusts and updates itself to reflect the new expected due dates with no additional plug-ins required.”

Our competitors tend to think of timelines differently than we do as is demonstrated in their offerings. For most, timelines are either about: A) How a process is structured, or B) As an element ‘baked’ into an action. In other words, every action is merely added to a time-specified place on the process continuum. There are others who view timelines as a series of milestones best instituted by identifying and establishing repetitive tasks. These vendors believe that at various steps in the process, (some) action should be dictated by a pre-defined set of milestones, events and notifications.

There is value in applying timeline concepts in this way, but it is also limiting. Checklists are helpful to a point. With this perspective, they encourage customers to make their business issues fit within this pre-defined set of potential circumstances.

Other vendors recommend creating processes before any tools are applied. This is not all bad, as it encourages a process-focused mindset— and we are all for that. But it fails to take into account the ways in which a process or solution can change, and how the organization needs to deal with that change.

The biggest difference is that BP Logix views timelines as relevant to the entire process. Each step along the process is subject to the dictates of the Timeline, and can be adapted as the process changes. Within each activity in the process can be entire separate, but related workflows that facilitate the overall process.

A process is very much an evolutionary thing. It must adapt to the changes that occur in the business. Process Director enables non-technical participants to update and change both the Timelines and its processes easily. It empowers the people who recognize problem to be able to affect necessary and relevant changes.

We believe the Process Timeline — and the results it achieves for customers. They attest to the fact that, because of the ability to predict and act, they are better equipped and prepared to be problem solvers. That, in turn, enables their companies to be more successful in delivering results and meeting expectations.

If you are interested in learning more about workflow and BPM, we invite you to join us for a free BPM software demo of Process Director, the award-winning solution from BP Logix - please contact us and we will coordinate with you.

In our technology-obsessed economy, business managers trying to find business process management (BPM) solutions to the problems they are facing often turn to software. In the eyes of many, anything that can be downloaded, accessed via the cloud, or available on a smart phones represents a potential problem-solver. And while technology can bring about major improvements regarding how we work, there’s a lot more to changing the way that the organization works than downloading bits.

One of the biggest predictors of success is preparedness and readiness to prepare for change. For our customers, success is a result of the benefits of the workflow they have initiated — workflows that automate, streamline and tie together what can sometimes be disparate parts of a process. We have learned that to have a realistic framework for that workflow, an organization must first recognize that it is ready. This means requirements gathering, internal education (or training) and “process change” to facilitate the transition to a workflow-friendly environment.

Recognition is an important first step; from there employees can factor in specific information about what needs to be solved, who needs to be involved, and the requirements that will lead to a successful outcome. These are the factors that play a key role in ultimately solving issues! In the preliminary stages of your workflow solution search, however, they provide a framework that helps participants truly understand the role they play in improving business operations.

Workflow doesn’t just happen. You can’t ‘announce’ a workflow launch one day and expect your processes to become wildly efficient the next. For workflow tools to have an impact on an organization, the team responsible for implementation needs to have considered where it will be used, how it will be used, and whom it will benefit. This is the defining moment for the workflow mindset.

The concept of workflow can, and should, enter the minds of your team before it is implemented. This gives them time to prepare, anticipate and create an optimal environment for the launch. Your internal workflow champion should advise those involved to begin building requirements around these questions.

- Do my processes need to only work internally, or should they be available to third-parties in our ecosystem?

- Can my workflow be improved by HOW it will be accessed? What impact do I anticipate from mobile, social and other types of digital interaction?

- Is our organization looking at short-term, repeatable processes only? Is this limiting my ability to achieve better results from workflow?

- Are there documents and data sources that, if included in my workflow, could make it more valuable?

- What level of interaction do I want my team to have? (For example, do you want participants to have the ability to make changes to the workflow or should this be the domain of experts only?)

- Could my workflow be more valuable if it provided data analysis and metrics?

The answers to these questions will determine how to move forward to adopt the right workflow for your needs. Simply asking these questions will help those who work on your processes to think through the fundamental aspects of how they can begin to make changes in thinking and work habits— changes that can ultimately help to identify the best workflow tool and to deploy it in the most effective way possible.

Increasing profits is critical, but BPM and workflow can positively impact so many elements of organizational operations

Any organization’s bottom line is an incredible “motivator.” It is used to pay bonuses, bestow awards and give accolades to those whose efforts lead to reducing spending and increasing profits. After all, the purpose of any organization is to grow and improve— and a healthy bottom line indicates achievement on both counts. There are limitations, though, to what a company can try to achieve through its profit-maximizing efforts. As a result companies have to safeguard against idealizing “business improvement” in terms of numbers only.

What the bottom line fails to calculate is the human element in business activity. Improvements can be made — sometimes big, sweeping improvements— and not be represented in a spreadsheet as those efforts may be more difficult to quantify. When we talk with Process Director users, however, we find that these so-called "soft benefits" often help change the mindset of the organization in such a way that long term bottom line improvement becomes embedded into how the company actually operates.

This is the essence of Process Director. It enables processes that lead BOTH directly and indirectly to business process improvement. Some benefits are realized immediately, while others form over time yet their impact is seen, felt and heard for years to come. These longer term improvements are usually seen in a variety of ways:

Participant contribution: We all go to a job every day and would like to make an impact, and play a role in both our own and the company’s success. When we have greater insights into the way our company truly operates, we can gain a deeper sense for what is, and is not, working. Maybe we sensed that invoices weren't getting approved quickly because submitters did not include appropriate paperwork, for example. Yet, by using a BPM software and workflow software solution, we can identify what is going on throughout a process leading to improving the way things get done. Imagine if every person in an organization had a tool that would enable them to be involved in creating better, and faster, processes leading to better, faster results.

Increased visibility: Pilot and author Antoine de Saint-Exupéry wrote, "...what is essential is invisible to the eye." He was talking about things far grander than workflow, but his sentiment can also be applied to our business environment. Let's look at it this way: for the sake of expedience, employees rely on a steady flow of data and information. In far too many cases, that data may not lead them to think too much about the process. But that's truly not what is essential. It's useful however the critical things are the issues and processes that, through insight and analysis, can be changed and improved. A weekly Excel report does not encourage employees to seek ways to improve a process. On the other hand, Process Director empowers users to apply their analytical skills to the insight provided by our product. When combined, they give an organization the ability to change and improve in ways that are meaningful to the organization, its customers, and to the bottom line.

Ownership: Employees that have the right tools and permissions can make changes that move a company closer to its goals. Process Director, for example, does not require coding skills to create a usable process —nor to change that process when required. By knowing and understanding the desired outcome, the right types of changes (those that will impact the bottom line) can be made. Two important outcomes result: 1) The potential for better processes and company operations, and 2) A sense of ownership among the employees who are involved. What's more, when employees know their contributions hold the potential to make a real impact, a feeling begins to permeate throughout the organization –and a sense of esprit de corps emerges. This becomes an invaluable asset for any organization, and one that begins to build upon itself.

BPM and workflow are outstanding tools to help businesses perform more effectively. Using them can and ‘should’ result in bottom line improvements. We also know that BPM and workflow can lead to a mindset among 'players' that enables them to be a part of, and accountable for a better way of doing business.

Every organization has some elements of workflow occurring in its daily operations. Even though an organization might not have formalized the very structure of its processes, we know that nothing can happen unless there is a sequence of actions that arrive at a desired result. In colloquial terms, it's called, "Getting Stuff Done." In our vernacular it’s called “Getting Stuff Done through Workflow.” And while stuff always gets done, making sure it's the right stuff, done at the right time, with the right people requires a more structured action plan.

One of the first steps towards business efficiency is recognition. That recognition might be as simple as “Something has to change!” or just the awareness that there's a potential to do things better. This is important because it goes to the heart of what the people in companies actually value. We understand that there is a huge difference between a company that was ‘sold’ a workflow software solution versus one that was seeking a workflow solution for business process improvement in some specific area of its business. For those organizations that want to find a tool to serve as the basis of a better way of doing business, workflow software can be an incredibly effective asset.

Establishing a “Workflow Process” doesn't begin immediately after you sign a purchase order. It starts by establishing a culture that looks to its workflow tools as an operational foundation (the place to start). If your organization is ready for that mindset, you are already a step ahead. (You would be surprised at how many companies buy workflow software, yet have a very limited concept of how to use it). The fun starts once you begin building your guidelines and requirements for implementing what the ‘workflow mindset’ in your organization.

Based on working with hundreds of customers over the past 10+ years, we have observed that there are four steps that, when followed, tend to ensure workflow success. There is also a recommendation: that your implementation team includes both IT and business leaders. The more closely aligned they are, the faster the road to success:

Here is our list:

1. Write down the steps: Yes, this may seem obvious however you want to be clear about the actions, people and decisions that need to occur to arrive at a desired result. Be aware not to make the mistake of thinking that workflow takes care of itself. Workflow is incredibly effective, but only if it is provided with the proper steps.

2. Anticipate changes: Workflow is not something you set up once, then leave it to take care of itself. Workflow is meant to be responsive to your business and the people involved with it. If you have no intention of ever changing what you do, when you do it, or who does ‘it’, then you could set up your workflow and leave it. But we all know that business needs change constantly. Your workflow and processes need to be equipped to be easily changed and updated so they remain in alignment with your goals.

3. Predict outcomes: Do you know what results you are trying to achieve? A workflow is wonderful only if it improves results by delivering a result faster, better, or more efficiently. The key for you and your business is knowing what that "thing" is. You should give serious thought to the results you are currently achieving— and create a model for what a post-workflow world would look like. Make intelligent, thoughtful predictions about the improvements you will see, then measure whether or not you are actually achieving them.

4. Analyze: For workflow nerds (we are among the more dedicated), the REAL fun comes when you have time under your belt and look at the results: Are projects being accomplished faster? Did you eliminate time-consuming steps? How is workflow contributing to your company’s overall efficiency and effectiveness? Remember to think about the metrics that will demonstrate the improvements you wanted to achieve — then analyze your processes to determine whether or not workflow is helping you reach them.

Workflow is neither simple, nor complex. It is a methodology and it is a tool. Workflow can be used in any number of ways you to help your organization. It is not, however, something that should be implemented once —then left to run in the background. Leave that to your high six-figure ERP systems. Workflow can help you to accomplish something constructive and useful. Make sure that you apply it with that in mind for your organization.

If you search the Web for the term "business productivity", you will find that many of the results are associated with business applications. There are apps for time management, apps for invoice processing, apps for inventory control, and apps to help you with just about everything you might want to do. (There is even an app that will remind you when to take breaks). At a macro level, this makes sense. Because they are built to target specific functions, apps are great at identifying and attacking well-defined issues. In and of themselves, however, applications can only solve those problems they are equipped to address. That, too, makes sense.

Business operations can also be enhanced by, and through, applications. Irrespective of how work is inputted, transacted and delivered, the foundation for business productivity will always be process and workflow.

Your business is a complex creature that changes constantly. While most applications are updated regularly with new features, businesses themselves thrive on real-time decision-making, which can only happen with an underlying set of principles and actions that move the business forward.

At BP Logix, we work with a variety of companies who operate in many different industries and markets. Each organization is unique with goals change from quarter to quarter (or week to week). The one thing our customers continually tell us is that they need a unified way to conduct their business; not the "same way" but, rather, having a template that facilitates consistency among users. While workflows themselves are flexible and meant to be modified when needed, employees must be prepared to attack problems as they arise, in order for the company to thrive and be successful.

Our customers also come to us with different types of problems. Because they are smart and innovative, they come with what we call a ‘solution mindset’. There are very few issues that they haven't been able to solve— and Process Director is a major ally in how they attack those issues. The BP Logix faithful use Process Director to address both narrow, specific issues, and larger, inter- and intra-company ones. Process Director gives them the flexibility and comprehensiveness they need to address and resolve their problems.

Any type of process, be it one for marketing, financials, HR, manufacturing, or any combination of these, can be addressed by Process Director. Beyond a BPM software and workflow software solution, it is also a methodology that weaves a mindset among users. No business application, no matter how robust, can do this unless it is integrated across the enterprise. That requires months of work and a significant budget. A process, on the other hand, can be created to identify the critical data and human interactions needed to move forward. A process is not at the mercy of data; rather, it makes use of data from a variety of BPM applications and workflow applications to make the things it delivers more valuable than the sum of its parts.

Business processes offer a unique type of platform. They do not rely solely on bits and bytes. Business processes take data, combine it with the human element, and establish a more efficient and productive environment for the employees that make a business more competitive and successful.

Learn more about Process Director with a free BPM software demo.

What does workflow solve? A lot, it turns out, but only if you give it the consideration it deserves

A simple, but often unacknowledged truth about the modern corporate world is that it is rife with doses of irrationality. For a segment of the economy that is supposed to operate with precision, it is surprising how many managers at enterprises across the globe lack what we call  “common sense”. Even in the best-run companies, there are times when best intentions go awry and people are left wondering, "How did we EVER get here?”

Is implementing a workflow and/or a business process easy? Not necessarily. It can, however, be simple —and simple leads to less stress, more control, and a greater likelihood of meeting expectations. "Simple" does not mean that the approach is lacking in sophistication, as simplicity is an admirable goal when pursuing a better way of doing business

We know that best-laid plans may often go astray — as competing demands can distract and turn “simple” into a multi-headed beast. Take heart. It is rare to be able to consistently adhere to defined policies and steps in the face of “unintended issues.” Our thought, however, is that it is beneficial to have a  list of considerations to discuss, in advance, with your team — so that all of you can think through, and act on, the steps necessary to prepare your workflow and its  implementation.

Here are those considerations:

First, it is important to recognize that plans are not reality. They are an effort to create an optimal future. No matter what you put into a spreadsheet, it will not likely end up exactly as planned. Different strategies may assist in the preparation (think: agile, waterfall, checklist.) Irrespective of how you do it, a good rule of thumb is to anticipate that you will encounter every possible consequence you have not considered. And, because it wasn't something you planned for, you can expect to waste days dealing with it.

A better use of your time is to identify:

Your concept of success: This is far more than a mission statement. Implementing a workflow does not mean just arriving at a single goal. Successful implementation and management means that your company executes an infinite number of actions according to a predefined (yet flexible) framework. It does so in order to move in the direction of greater efficiency and better results. You need executive approval of what constitutes success: Is it financial, is it based on what IT can deliver, does it mean better use of employees' time, or does it have to do with extending your business to a broader ecosystem? Perhaps it is a combination of these things. Know what it is — then drive towards that goal.

Players: Who are your primary stakeholders? What do they NEED and what are they likely to REQUEST. Those are two different things; you need to be judicious in what you agree to deliver. Part of your job will be to have people understand the nature of your project (at a macro level), not just their part in it. A myopic approach can lead to an enhanced sense of self-interest, which can lead to each person/group thinking its issues are the most important. If you ignore this, however, you will have disagreement before you even have requirements.

Risks: Doing certain things incorrectly will create major issues. Sound simple or silly? Understanding the trade-off is not enough. Not doing certain things (you will know what they are) will cause delays. Think through, in a linear and interconnected way, where the pain points are likely to be — and how you can avoid them.

Granular vs. high-level: As former Netscape CEO James Barksdale used to say, "The main thing is to keep the main thing the main thing." You always need stakeholders to step back and remember the ultimate goal. You and the project team must ask yourselves repeatedly, "Is this action leading us towards our goal?” By not asking, you are more likely to move the project in an unintended direction.

Build requirements for the business and technology teams: There is a need to align business and IT goals, but reaching a successful outcome for those two sides of the house may involve different skill sets and requirements. That is perfectly normal and expected; there is a symbiotic relationship between IT and business —and ultimately they are both trying to achieve some level of complementary results. But make sure there is an effort to articulate goals and acceptable practices for achieving them from the start. By identifying, up front, where the responsibilities reside and expectations in terms of deliverables, these groups can better support one another to achieve their common goal.

Fail forward: It is easy to say that you can learn important lessons from failing, but when you have deadlines and a budget, few executives are interested in allowing you time to fail, then learn, when things need to come together. Does the workflow you create with 100% compliance reflect the requirements you had at the beginning— or does it reflect changes in your business that may have occurred along the way? Is 100% compliance with your initial requirements still valid? Seek ways to determine if certain forms do not work well with their corresponding processes. Uncover preconceived ideas as to how things are done. Are there outdated ways of doing things that should not be considered in the new environment? Do things – and do them with purpose! That will enable you to uncover your potential for failure yet the ultimate outcome will be better.

You undoubtedly want to change how your company works, in whatever form that takes. That requires thinking through many scenarios, while keeping your eyes on the prize. The prize, however, will likely change the working lives of everyone in your organization, so take care to give your workflow tools the attention that all prizes deserve.

The advertising industry long ago shed the style dramatized in “Mad Men”— and the same can be said about the ad agency workflow process of old. Rather than Scotch-fueled strategy sessions, ad agency conference rooms are now more likely to be occupied (and surrounded by) iPads, tablets, smart phones and the ever-present latte.

What has not changed is the strict focus on the needs of the clients. As a service-based business, ad agencies can only grow when they have built a solid reputation for delivering on strategies that make their clients successful.

The unveiling of new designs and ad concepts is highly visual —and evokes an immediate response. Clients have come to expect and appreciate that. The ad agency workflow for each project includes decisions, actions and tasks that enable a campaign to be highly successful are the invisible, but crucial, pieces that need constant attention for the ad agency.

In order for an ad agency to "get it right" for their clients, the creative process calls for the right people to collaborate. Additionally, there is a cast of others who provide review and approval for copy, budget, staffing etc. Every action has an impact, and when there are problems, they can lead to delays. In a deadline-driven, "get-it-done-yesterday" environment, time and decisions are of the essence and there is a premium placed on reducing bottlenecks. Business process management provides a huge advantage in streamlining the efforts of ad agencies and media companies.

For the advertising industry, one of the most noticeable areas that workflow successfully addresses is marrying a digital structure with a traditionally paper-based environment. Even today, most ad agencies rely on forms and paper to drive internal processes. Reviews, sign-offs, decisions and client expenditures are among the many elements of daily life in advertising. And as client demands grow, it becomes increasingly more challenging to keep up due to inefficient processes.

Moving from a paper-based environment to an ad agency workflow solution like Process Director smart forms means that stakeholders can easily access vast numbers of forms and data— and these documents can then become part of an integrated approval workflow that helps to manage content, ensure collaboration and provide access to information needed for decision-making.

Lag time in decision-making creates delays which stymies the ability to deliver concepts to clients and execute a tight project plan. With ad agency workflow software, an organization can start to rely on an automated set of processes for tasks, routing of content, approvals and decision-making. Rather than requests sitting in in-boxes, alerts, rules and notifications can be created to streamline and automate the process. Workflows enable organizations to be flexible and accountable as they seek to meet the demands of their stakeholders.

Leo Burnett, a BP Logix customer, provides an example of why routing and rules-based workflow is so important. Two members of the team that implemented Process Director, said, “We needed and ad agency workflow solution to route estimates for the work that every client requests from us - and for every brand and sub-brand. All estimates we create on behalf of clients must go through a process. Additionally, we need to update estimates along the way and to set up rules based on brand and dollar amount – and to control the process."

It is easy to see that, without a foundation and an ad agency workflow system for creating and updating processes, internal stop-gaps could easily prevent an agency from meeting deadlines and delivering its best work.

Producing higher quality materials under ever-tightening project deadlines, integrating new technologies and becoming both more agile and collaborative are some of the benefits of workflow. In an industry that relies heavily on relationships, the more important benefit, however, comes in the form of accountability to its clients.

Think about the number of products you use that involve some form of liquid to produce, clean or maintain that product. Consider that almost about everything you eat and wear was washed multiple times before you came into contact with it. Your apple, jeans, the gel in your hair; the floors, walls and ceilings of your home and office - they have all received a variety of ‘liquid treatments’.

Most of us don’t think about this very often —however, when we do, it is difficult to imagine any product we encounter that has not been “delivered” without the involvement of some form of liquid.

One of our customers spends a great deal of time thinking about liquids. The business of Liquid Controls is the development and manufacturing of liquid process control instrumentation and measurement products. Through their products, companies effectively use water, adhesives, chemicals and a variety of liquids. A part of IDEX Corporation, Liquid Controls is dedicated to providing high quality flow meters and accessories for accurate liquid measurement in a variety of industries. Their reach is global, and their products essential.

Learning about their business and the impact of their products has helped shape our opinion about how workflow changes the way the world operates. Without ways to monitor and manage liquid distribution, our lives would be quite different.

Like most companies, Liquid Controls relies on its intranet to provide electronic forms and information for its employees — from policies and procedures to expense reports and sales quotas. Yet its intranet had also become more of a repository of data —and less of a tool for initiating and managing processes. In the eyes of Bruce Lawrence, Group Network Manager, the intranet had the potential to provide so much more value! He sought a BPM software and workflow software solution that could apply business process management (BPM) to make things easier and more efficient within Liquid Controls.

Lawrence wanted a system that would work the way that employees worked. He initially looked for ways to process online forms, then expanded the scope to include workflow solutions. Lawrence consulted with business users to further determine what they needed and found a variety of requests: Accounting wanted to control the process for capital expense (CapEx), a manual, paper-based process at that time. (As a result of misplaced documents, Accounting was missing audit deadlines.) QA wanted all of its quality procedures online. (One of its documents required 12 signatures – and it was discovered, on several occasions, that no one knew who had the form.)

Additionally, as an ISO-certified organization, any time there is a change in any procedure, Liquid Controls had to secure signatures approving that change— as well as track documents associated with that change to ensure that information access and distribution was seamless.

For this workflow initiative to be successful, Lawrence did not have time to waste cycles on extensive back-end development and integration. A fast roll-out was important!

The Liquid Controls team reviewed trial versions of Adobe and Microsoft forms builder. They did not address the company’s workflow needs to their satisfaction. The product that did was BP Logix's Process Director.

Liquid Controls is using Process Director for applications ranging from attendance and engineering change control to shop floor work constructions. Providing the appropriate workflows to ensure that a new hire could build a product to the same tolerance as a more senior employee was one initial challenge that the company successfully addressed.(Building a flow meter, for example, requires 600 work constructions. Changes to the process are now done through one workflow. Instructions are published in real-time which makes them available to shop floor employees immediately.)

According to Lawrence, “For us in IT, the world is one of nonstop projects. There is always a queue of people waiting for us to respond to a request.” One of the benefits of Process Director for Lawrence and his team is greater transparency and insight into requests, as well as opportunities to reduce redundant work, perform better parallel tasking and standardize on requirements.

An industry that is highly regulated also deals with audits. Liquid Controls is audited at least once a year for its ISO accreditation, as well as regular Sarbanes-Oxley (SOX) requirements. Once ISO-certified, procedures must be available to anyone who needs to see them. Process Director helps with business process governance making the reporting, monitoring and auditing of processes seamless and gives authorized employees and auditors access to the information they need and the approval workflows that were given.

Perhaps the biggest advantage Liquid Controls has gained from using Process Director is that the IT team does not need to write code, allowing them to focus on deploying other applications. And while employees appreciate the user interface and friendliness of Process Director. IT appreciates the business logic that lets them dive as deep as necessary to be consistent with their workflow.

Process Director enables Liquid Controls to drive from the results side backwards and to better leverage its investments. We invite you to consider whether Process Director can do the same for your business.

Learn more:

• Companies in a variety of markets are using Process Director to make their business more efficient. Read our BPM Case Studies from our customer experiences.
• Process Director offers a wide range of features. Learn more about its workflow management software.
• Get first-hand experience - we invite you to join us for a personal free BPM software demo of Process Director.

Process Director Productivity Gains Illustrated with BP Logix Value Estimator

Organizations thrive when they are productive and productivity comes in many forms. We can also measure productivity in a number of ways— for example, how quickly a task is successfully completed. Ultimately, however, business process improvement means producing more things in less time with fewer distractions.

The hope of every CEO is that productivity translates to greater profits and a less complicated way to arrive at that state of achievement. While that is an admirable goal, there is a lot of room for interpretation as to how productivity is calculated. Ask a Sicilian mother about productivity and she will tell you that a sauce needs MORE time to simmer, not less. Ask a widget manufacturer and he will tell you that more widgets in less time is the outcome he desires.

Is there such a thing as being overly productive? Can doing too much too quickly lead to quality issues? We think the answer to that can be a resounding “Yes!”

Many enterprises today are operating with too many people doing too many redundant things. If these companies were to apply business process management to their environments, they would likely find great savings in time and effort, all of which could be redeployed to other business-critical tasks.

Smart enterprises that seek to make improvements in productivity approach the task with specific goals in mind. They tell us that knowing what they want to achieve and having a tangible idea of what success looks like enabled them to construct a business process management (BPM) and workflow strategy to complement their efforts.

First of all, there must be synergy among the different organizational teams that are focused on improving productivity. Agreement on this means a unified vision and collaboration, leading to creating processes that all participants can use. For some organizations this can only happen by starting from scratch— or it could mean re-tooling long-held processes and habits. The hope is that instituting process change leads to eliminating waste, reducing redundancy and ultimately paving the way to better processes. That, in turn, delivers a greater sense of purpose and measurable increases in productivity.

Because productivity improvements are cited by so many customers as a goal, we have a keen focus on it as a business outcome. In our BPM Value Estimator, we provide customer examples that demonstrate these improvements as a result of implementing BPM software and workflow management software. Leo Burnett, the advertising and media agency, sought to gain greater insights into how internal data was processed and decisions made. The result of using Process Director to helps the Agency realize substantial gains in productivity as well as cost savings. Another customer, Multi-Plan, eliminated bottlenecks in with its 300+ contracts that were renewing at different times throughout the year – as well as replacing its Lotus Notes application with Process Director.

These, and customers like Multi-Chem have seen significant changes in their businesses as a result of focusing on how work gets done, determining who is responsible for it, and defining the results they need. For an organization that thoughtfully considers how to best manage its processes,  tangible changes to productivity can be observed—and measured. This may take the form of fewer people required to perform certain tasks, less time needed at decision points, greater transparency and, of course, greater flexibility.

We invite you to spend some time with our Value Estimator infographic. We think it provides insights as to what our customers are trying to accomplish and how Process Director helps them achieve their goals. The ultimate efficiencies and benefits result from process automation, a shift in corporate culture and dedication to change. We hope that the examples the Value Estimator provides will help you to see  some possibilities that your organization might also expect to achieve.

Product Excellence through Customer Satisfaction

We work hard to get prospects (including, hopefully, you!) to think favorably about Process Director —and encourage them to think about new ways they can leverage the product. In an effort to do that, we write material that describes the product, explains the market, and communicates how Process Director can be applied to achieve business goals. The content we produce is remarkably effective, but the greatest marketing and sales assets we have are our customers.

Our Chairman of the Board, Ed Skiko, once explained that we are focused on "...the duality of excellent products and keen customer awareness." Looking through the lens of many years of experience in this business, we know that customers demand excellent products, and excellent products can only be delivered if we know what customers need.

We spend a great deal of time with  BP Logix's customers and, while we are indeed in learning mode to understand how to help solve their business-critical issues, we also genuinely like them as people. Indeed, we have walked away from potential deals when we felt there was not a good fit. Our intention is to create long-term partnerships.  We want to know their stories, and to be reliable and useful for the long-term. It’s also nice to enjoy the relationships we create along the way.

Perhaps the best way to get to know us is through our customers — and to hear about what they are doing. Almost all of them began with needing to address specific problems: processes that needed to be automated, filing cabinets full of forms and documents that could not be accessed in a timely manner, a growing IT backlog, process development that required too many cycles of technical personnel, lack of consistent data in forms, and a host of other issues that kept CIOs and LOB managers awake at night —and prevented them from making meaningful improvements to their business.

The IT department at MultiPlan was looking for a better way to handle capital and major expenditure requests. Their existing solution (built on the old workhorse Lotus Notes) was outdated and incapable of meeting the growing needs of this healthcare cost management provider. The Finance department wanted to work with forms and documents that were based on the ones that had used for many years.  IT wanted to satisfy the needs of Finance, yet provide them with an application that offered other possibilities. (After the initial CapEx process went live, MultiPlan went on to create processes for Asset Management and Disposal, as well as Contract Management.) With the our Cloud BPM edition of Process Director, MultiPlan has met both objectives.  Employees are working with forms that mirror what they have known for years; they can easily identify the requirements for their procurement requests, then track and manage those requests through to the approval stage. With its robust workflow management software capabilities and predictive capabilities, Process Director has dramatically changed how MultiPlan handles some of the most critical parts of its Finance organization.

Vulcan Materials, headquartered in Alabama, is keenly aware of how increasing business efficiency can both help its customers prosper and directly impact its bottom line. The company continually seeks ways to optimize and improve its operations.  A few states to the west, IT management at the County of Fresno  in California needed greater insights into its business processes. Both companies had legacy systems that were still usable— but could not provide the level of analysis, reporting or awareness that was required. In addition, the assistance of technical staff was needed to update and maintain the systems. Both customers are champions of Process Director because changes to their underlying business processes enable them to operate more effectively, which have led to better customer experiences. These, in turn, have created greater alignment between the business owners and IT staff.

These are just some examples that we hope will start you thinking about Process Director. We encourage you to get to know our customers and to listen to their stories. You will learn what is important to them and how they view their "before" and "after" business and technology scenarios. Then, have a look at Process Director for yourself and let us know if we can partner with you to create your business story.

Part 2 of a 2 part blog

Business activity should be done with a purpose in mind. While not every group in a company will have a direct impact on the bottom line, everything that each employee does will ideally contribute to a better financial result for the enterprise.

There are tremendous benefits that result from the correct mix of purpose, methodology, tools and practice. When the right players become focused in a collaborative way— and towards a common goal— the entire organization can move forward effectively. For this to happen, however, the people within the organization need to be equipped with the tools that will help them in their efforts. In this case, the right tools are the ones that best match their skill set and enable them to produce results.

In Part 1 of this blog series, we explained how business goals are formed and how plans are created to implement them. Two particular items were identified as key to BPM software successfully moving an organization towards achieving its goals: 1) A process-oriented mindset, and 2) Tools that empower users to contribute their expertise and impact these goals.

At BP Logix, we know that Process Director can be a critical tool in this regard, because we have seen the impact it has made for so many of our customers. Process Director was, from its inception, built to be used by those who are responsible for effecting change. It is software, for sure — however unlike most enterprise software solutions, Process Director is intended for business users themselves.

We know that tools are most effective when they make the jobs of people on the “front lines” easier, leading to better results. Process Director is a rapid application development platform which requires no programming expertise from its users. Everyone talks about empowering employees— and Process Director makes that possible. The whole point of the product is to provide a business dashboard and navigation tool for those who need a way to codify and implement a structure for running a business. Because programming skills are not required, changes can be made ad hoc, leading to immediate results. Two important things occur as a result of this. The: 1) Solution is created by the person who can most knowledgeably assess the problem, and 2) Time required to make and implement changes is almost immediate. In an environment that equates speed with money, this means a faster time to savings and greater revenue potential.

Also critical to effective BPM solutions is usability. The demands on employees’ time leave little room for a long learning curve. Today's workers are accustomed to social media and highly interactive user interfaces. A BPM product like Process Director offers a graphical environment in which almost any user can function. Because Process Director has cloud BPM and mobile BPM capabilities, it is available when and where users choose to work.

Among the keys to achieving a company’s goals is the ability for employees to have an active role in helping to make those goals ‘happen.’ When they can organize their work tasks around actions that address these goals, employees have a greater (and more visible) stake in how the company performs. It is not surprising then, that empowered employees, equipped with the right tools, can do amazing things to support the company's vision. When this becomes part of daily operations, all pieces of the company can be focused on creating success for their organization.

Part 1 of a 2 part blog

Any organization that wants to be successful spends time carefully crafting its vision. Quite often, however, it defines that vision in terms that may be either unreachable ("to place our widgets in the hands of every executive in the United States), too broad ("to be the best software company on the planet"), or just not reasonable ("to change the way the world ties its shoes"). Smart enterprises not only avoid getting caught into the trap of hazy mission statements, they also apply rigorous and intelligent thought to aligning their purpose with specific goals.

To see those goals come to fruition and deliver demonstrable results, they need to be supported with business processes that enable employees to achieve these goals.

Neither the company’s nor departmental visions need to be lofty. They do not require a lot of ‘fancy language’ to convey what they aspire to do. In fact, it is often the simplest of messages that most easily translates into action.

It is also true that business processes are most effective when they are applicable - and can be used by the people who can benefit most directly from them. Said another way, one of the most advantageous things a company can do is give employees clear, attainable goals, tools to help them achieve those goals, and support that encourages attaining those goals.

Those in the executive wing can easily describe how achieving the company’s goals translates to increasing the value of the business. In reality, however, most employees are too far removed from those operations to understand how these goals are achieved. They have no skin in the game (unless management has included them in the processes that lead to success).

Most company goals focus on the bottom line. That makes good business sense. One good quarter, however, does not necessarily equate to a healthy business. As a result there can be a disconnect among employees who are close enough to the ‘action’ yet also know the difference between a quick win and a sustainable business practice. In fact many of us have worked in places where outside appearances indicate a well-oiled operation. Yet when the cover is lifted, they may reveal a dysfunctional, inefficient operation with a focus only on short-term wins.

This is why a business process mindset, and the corresponding tools, is so critical to achieving goals which translates to business success. With a clear definition of what needs to be done, people closest to creating actionable change can have an impact across the entire organization. Actionable change – this is truly the differentiator!

BPM solutions being sold today would have you believe that it can radically alter how your company operates. Yet a successful implementation of a BPM software solution requires two things: 1) The mindset we’ve been describing and 2) Tools that accurately reflect how users operate. Together they can truly affect the kind of change that translates into achieving goals.

Join us on the next blog for some examples of how that is done!