Anyone who has been foolish to ask me about BPM will know that I am passionate about the benefits of BPM to organizations. Every organization lives or dies by its processes. We see and are touched by examples of poor process in organisations every day. Gartner, in January 2011, said they believe “that 10 of the Global2000 companies will be toppled next 3 years by overlooked but easily detectable process defects”.
But I have a less myopic view than those who believe that the ONLY BPM answer is Active Case Management (ACM), BPMN 2.0 or process automation (BPMS) -[you know who I am referring to]. This is the view of BPM that says it is a software market of $400 million.
My view has been that BPM spans the automated and non-automated. It is the aggregation of information in the context of a business process, enabling end users to get the job done more easily, quickly and more valuably. That means a combination of process-centric content management, social media and process automation – all within a governance framework. That view of BPM gives a market size in excess of $10 BILLION.
I am no mathematician but I know which number I like best and which market I would rather be shooting for.
Those peddling their niche process automation offerings obviously have a different view. They are trying to sell their software in a crowded marketplace where differentiation is difficult and clients are becoming more discerning. They are quick to write off Nimbus as little more than flowcharting, and any integration with them would delay their sale whilst clients understand what really should be automated.
Nimbus’ clients understand that we offer far more than boxes and lines on a diagram. The simplicity of the layout and access approach via Storyboards (role-based guided walkthroughs spanning process diagrams) engages end users – 100,000s of them. The management of complex hierarchies of diagrams, with multiple language variants and the rigorous governance framework is hidden from those who do not need to see it. And finally collaborative process discovery and ongoing improvement has been a foundation of the software since its inception. Only now is this being recognized as a valuable aspect with SocialBPM being heralded as the next breakthrough.
So I see a strong and increasing demand for BPM, especially if the economy takes a turn for the worst. The leading companies, many of whom we are proud to have as Nimbus’ clients, recognize that an operational strategy underpinned by governed BPM is a competitive advantage. It is a strategic investment and that investment is ramped up in a downturn to put more clear water between themselves and their nearest competitors.
So I am extremely optimistic about the future of BPM as a key part of every company’s operations strategy, and Nimbus’ role in the overall fabric of BPM applications. Come rain or shine.