Communications Skills for

Process Professionals:

8 key business cases

Mac McConnell, VP Product Marketing

©2013 Bonitasoft

Process professionals can (and should)

advocate for BPM

• BPM implementation often begins and grows locally

• The middle and lower rungs of an organization quickly see

direct benefit, and process owners and users are often the

ones pushing the BPM agenda

• But wide-spread adoption needs the buy-in of top

management

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Audience Poll 1 – Who is trying to sell

process improvement internally?

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How to talk to the C-Suite about BPM?

• By directly addressing the issues

that top managers are concerned with

• We will help you address 8 of them

over the next 30 minutes.

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Show how BPM offers strategic value

“It’s not about you.”

• Your processes can be automated and your people can be more productive, but what does that mean to the corporate strategy?

“It’s about the business”

• BPM can be applied throughout the company to improve corporate governance, company sustainability, and the bottom line through improvement of operational performance

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Use BPM to improve…

• Company-wide efficiency

• Corporate governance

• Operational excellence

• Customer experience

• Agility

• Risk management

• Collaboration and

employee motivation

• ROI

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Case 1 BPM offers company-wide efficiency

7

BPM can show

how the

entire company

operates

Clear visibility of

operating processes

means top

management

can make key

decisions

faster and

with better

information

Case 2

BPM offers better governance

through measurement

8

• Apply BPM methodology to any organization or process

• iterative process of continuously planning, doing, measuring, learning and improving

• Implement a BPMS as a tool

– monitor efficiency

– report improvements with actual measurements

• Business processes and existing ERP, CRM, and other systems can be linked through BPM

– end-to-end traceability and continuity

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Case 3 BPM leads to

operational excellence

10

• When an organization is achieving good results,

use BPM to capture how

• Replicate successful processes elsewhere

• Quickly identify bottlenecks, understand causes and apply fixes

• As process after process improves, the company improves

efficiency. Often this leads to cost savings

• Adapt successful process to local needs

Case 4 BPM improves

customer service

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• Capture customer feedback from multiple

channels and use it for improvement

• Increased consistency of service leads to

higher customer satisfaction, and more

sales

• Setting and managing customer

expectations is easier when you know what

has happened (and what will happen)

Audience Poll 2 – What are the

arguments against process projects?

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Case 5

BPM enables agility

13

Anticipate changes

and act before competitors

With clear, robust and efficient

processes, your company is better

prepared to tackle market challenges

Case 6 BPM reduces risk

BPM formalizes processes

and ensures traceability to show compliance

with standards and regulations

Formal processes reduce the risk

that an employee might miss audit-critical steps

More difficult to bypass validations and controls

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Case 7

BPM improves

collaboration

and employee

motivation

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• Involving all process stakeholders helps employees better understand business goals and strategies

• Business and IT work with the same tools

• BPM leverages communication tools: social, email, and more

• Mobile processes enable people to work together from anywhere

• Involvement and engagement boost employee

motivation, a critical factor in retaining top talent

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Case 8 BPM shows clear ROI

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BPM doesn’t need

a large

up-front

investment

to show

results

Identify data

needed to measure

productivity and cost savings

and build them into BPM processes

Monitor processes

and report improvements clearly

with actual measurements

What’s important to your top management?

• Company-wide efficiency

• Corporate governance

• Operational excellence

• Customer service

• Agility

• Risk management

• Collaboration and employee motivation

• ROI

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with BPM,

the entire company gets

a well-oiled operational machine

more satisfied customers

more motivated and productive employees

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When speaking to the C-suite about BPM…

• Speak to their strategic priorities

– How does BPM implementation support key

strategic goals?

– How does your specific BPM implementation

support one or more of those goals?

• Offer objective measures.

Show how BPM will

– monitor both efficiency and KPIs

– report improvements with measurements

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Parts of a BPMS that make executives

comfortable that you are on the right path

Show and Tell

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Easy Explanation = Process Diagrams

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Easy Understanding of Next Steps = Portal

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How Many = Measuring Department Workload

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How Long = Measuring Process Efficiency

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Who = Looking for Bottlenecks

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More information

• Download Speaking to the C-Suite About BPM,

by Ruth Cernes Fagebaum, VP Sales and Alliances, Bonitasoft

• The Bonitasoft blog: Selling BPM to Executive Management

• On BPM Leader:

– Selling BPM Projects “from the bottom up” Part 1 and Part 2

• On the Process Excellence Network:

– When does BPM become a C-level Concern?

– 4 Lessons from a Salesman on Selling BPM

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