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December 29, 2006 Reality, Opportunity, And Best Practices For Business Process Management In Insuranceby Marc Cecere, Craig Le Clair with Connie Moore, Colin Teubner, Jamie Barnett |
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Executive Summary
Business process management suites (BPMS) show promise for insurance applications, but to date the applications have been limited. Most BPMS have been for noncore processes, pilots, or for applications that have little to do with business process management (BPM). However, BPM is ideal for reducing costs, increasing compliance, and introducing new products by building processes that overcome organizational and technical barriers. To accomplish this, process experts need to evangelize BPM while choosing simple yet visible initial applications. Enterprise architects and IT professionals need to provide the supporting data and technology underpinnings while ensuring applications use the appropriate standards. Finally, vendors need to provide best practices in building and deploying BPM apps, identify good and bad choices for insurance processes, and develop business cases to help insurers sell BPM internally.
TABLE OF CONTENTS
- BPM Use Within Insurance Is Limited
- But BPM Is Ideal For Enterprise Integration
- Five Roles Are Critical To BPM Success
RECOMMENDATIONS
- Cross-divisional Process Design Provides Highest Payback For BPM
WHAT IT MEANS
- BPM's Greatest Potential Is To Break Down Organizational Silos
- Related Research Documents
This is an excerpt
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