Case Study

Turning BPM Into A Strategic Capability

Lessons Learned From A Professional Business Process Outsourcer

July 18th, 2011
Alexander Peters, Ph.D., null
Alexander Peters, Ph.D.
With contributor:
Craig Le Clair

Summary

Many organizations embark on business process management (BPM) programs that focus on the efficiency of technologies like enterprise resource planning (ERP) and BPM suites (BPMSes). Mature process organizations set BPM goals in the context of clearly defined process portfolios, subordinate the use of technology to the attainment of specific change goals, and support those goals using approaches like Lean and Six Sigma that fuel performance management. In this report, we examine Genpact, a mature business process and technology management provider, to understand how to position BPM to get more value out of the organization. Based on Genpact's experience, Forrester recommends four practices for turning BPM into a strategic capability: 1) articulate your BPM strategy in terms of business outcomes, not IT efficiency; 2) execute BPM through consistent end-to-end governance and management practices; 3) support BPM's execution through a simple, effective structure; and 4) develop a culture of performance supported by HR best practices.

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