Between now and year-end 2014 an intensifying focus on process-related skills, competencies and competitive differentiators will increasingly separate process excellence leaders from the laggards among the Global 2000, according to Gartner, Inc.
“A key theme in our BPM predictions for 2011 is the rising focus on making business process improvement (BPI) a core competency of the organization — and on the capabilities and tools required to gain that competency,” says John Dixon, research director at Gartner. “Increasing process skills in the Global 2000 will further separate the companies with enlightened process experts from those that are simply competent in the basics — and will intensify the negative repercussions and devastating consequences from public exposure of process weakness.”
Dixon adds that the practices, tools and resources that organisations will increasingly harness to boost their process excellence include business process competency centers (BPCCs), which Gartner expects to be adopted within the majority of organisations by 2012.
“Those who embrace BPM can do things that others cannot,” says Dixon. “While this is true in 2010, by 2014, BPM will clearly deliver benefits to those who have the competencies, and deny a peaceful sleep to those who do not.”
According to Gartner, companies should build organisational competencies for business process excellence. Invest in the skills and roles (such as business process analysts), tools and techniques (for example, business process simulation), and organisation (that is, the BPCC) that are needed to analyze and improve processes.
Gartner says that as BPM maturity progresses and the roles within it become more stable, it is natural for the industry to try to create a certification scheme to validate BPM skills and experience to provide recruiters with a degree of confidence that applicants have the core skills required of the job. However, until BPM certification reaches a critical mass and its value is recognised by hiring companies, organisations will have little to act on in terms of selection criteria.
Gartner says organisations that really understand business processes will explicitly or implicitly tier those processes in a hierarchy of value.
Through the use of context-aware computing principles such as presence, historical pattern analysis and emotion detection, up to a quarter of these commodity processes can be rejuvenated, made more customer-centric and contribute even more to the organisation bottom line.
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