Global Real-Time
BPM Trends and Insights
First-of-its-kind Survey Results Empowering BPM Leaders with Industry Insights
Total Participants
4839
APAC Participants
2564
North America Participants
1399
Europe Participants
876
About BPM Survey
Gain valuable insights into the dynamic world of BPM with this first-of-its-kind Global BPM Survey. With participation from 4,000+ BPM practitioners and counting, the survey offers a comprehensive perspective on BPM trends, challenges and opportunities. Stay tuned for biweekly updates as BPM professionals from esteemed organisations across APAC, North America, and Europe regions share their insights. Tailored to empower Continuous Improvement/Process Improvement heads, the survey findings provide actionable insights to help BPM leaders refine their strategies, understand their training requirements and drive impactful process improvements.
REAL-TIME SURVEY
- Survey results are updated on a biweekly basis
- Insights are gathered through a survey of BPM professionals from APAC, North America and Europe regions.
Who Should Read?
- Director - Business Transformation
- Digital Transformation Manager
- Head Of Transformation
- Director - Business Excellence
- Director - Business Process
- Director - Continuous Improvement
- Senior Business Process Analyst
- Process Excellence Manager
HOW IT HELPS?
- Stay updated on BPM Implementation and Adoption Trends.
- Use the survey data to assess your BPM implementation plan and training requirements.
- Gain insights to make informed decisions and maximise process improvement results.
Highlights
Business Process Improvement Methodology
50%
50% of organisations lack a Business Process Improvement Methodology.
Key Barrier to Process Mapping
40%
40% of respondents rate the lack of rules and standards as the top reason that hinders process mapping.
Top Reason Limiting Business Improvement Output
55%
55% of respondents say the absence of well-defined goals significantly affects business improvement outcomes.
Global BPM Trends
Proficiency in BPMN, a globally accepted language for business process modelling
Read More
- From 4839 BPM practitioners who responded to the question, a significant majority, nearly 59% (2855) of professionals, rated their BPMN understanding as average or below average.
- About 22% (1065) of respondents admit to being unfamiliar with BPMN.
- Merely 16% (774) of professionals rate their BPMN understanding as above average.
- Only 3% (146) of professionals express an excellent level of confidence in their BPMN skills.
The survey data highlights a concerning BPMN (Business Process Modelling Notation) skills gap within organisations. Being a worldwide recognised language for process mapping, proficiency in BPMN is essential for creating accurate maps which are easy to understand and follow throughout the organisation. Findings clearly indicate a need for upskilling and training BPM professionals to ensure consistent and accurate documentation, which will serve as the bedrock for achieving continuous improvement, knowledge management, and automation—top goals organisations wish to achieve with process mapping.
Top three reasons why organisations struggle with Process Mapping
Read More
- From 4839 BPM professionals who answered this question, over 38% (1850) of respondents recognised the absence of well-defined rules and standards as the top issue that hampers process mapping.
- Inadequate allocation of time to process mapping teams emerged as a second major challenge, chosen by 35% (1702) of respondents.
- Lack of skills was rated the third most common challenge, with nearly 33% (1616) of respondents expressing concerns about the skills gap within their teams.
- The absence of a dedicated process mapping team, lack of professional mapping tools, and insufficient team members for effective mapping efforts were other key challenges identified by BPM professionals.
Process mapping is the foundation of any BPM initiative. Any issue with process mapping results in a ripple effect, impacting the entire BPM lifecycle. The survey highlights some common challenges BPM professionals face that hinder effective process mapping. These findings underscore the importance of establishing clear rules and standards to enable process mapping teams to develop accurate and consistent documentation. The survey analysis also brings to the fore a key mistake made by organisations—neglecting the need for a dedicated team. Process mapping demands consistent efforts. For sustained momentum, a dedicated team and appropriate allocation of time for process mapping is a must-have.
Top 3 reasons why organisations create process maps
Read More
- Out of 4839 BPM professionals who answered this question, 3054 rated Continuous improvement as the top goal they aim to achieve through process mapping.
- Preparing for a system implementation emerged as the second highest-rated goal, chosen by 2046 BPM professionals.
- Effective knowledge management secured the third spot, with 2034 professionals emphasising its significance.
- Process automation, Organisational restructuring, Operational transparency and establishing a new business unit were some other key goals identified by BPM professionals
The survey findings highlight awareness of the crucial role process mapping plays in achieving several key business objectives, driving sustainable success. Organisations recognise the importance of process mapping in achieving process improvement objectives and setting them on a path to continuous improvement. Process mapping is also considered a key enabler to navigate complexities during system implementation, as well as to effectively manage knowledge to transform into a process-dependent organisation rather than relying solely on individual expertise.
Organisations that have a well-defined Business Process Improvement methodology
Read More
- Out of 4839 BPM professionals who responded to this question, 48% (2316) reported that their organisations lack a defined Business Process Improvement Methodology.
- 46% (2233) of respondents said their organisations have a methodology in place to manage their improvement initiatives.
- 6% (290) of respondents said they have a partial/ad-hoc structure/methodology in their organisations.
As per the survey findings, many organisations lack a defined Business Process Improvement Methodology. A robust methodology lies at the core of creating consistent and comprehensive process documentation, providing clear guidelines on the level of detail required for process maps, essential information to be captured, and the elements to include. Without a methodology, organisations risk generating inconsistent and suboptimal quality process maps, subsequently impacting the effectiveness of process analysis and improvement outcomes.
Organisations that had a detailed Process Architecture in place before they started creating Process Maps
Read More
- Out of 4839 BPM professionals who responded to this question, nearly 49% (2373 respondents) said their organisations started creating process maps without a process architecture.
- Around 26% (1243) of respondents said a detailed architecture existed before they started creating process maps.
- 25% (1222) said they have not yet started creating process maps.
The survey data reveals a significant number of organisations straightaway start process mapping missing crucial preparatory steps. A sizable number of respondents said that their organisations started creating process maps without a detailed process architecture. A process architecture serves as a hierarchical model of an organisation's business processes. It provides a bird's eye view of the business to help organisations identify business functions with pain points and understand which processes need urgent attention and should be mapped in the first phase. Without a detailed architecture, organisations are shooting in the dark, unaware of the scope of the process mapping initiative.
Top 3 ways organisations prioritise their processes to map
Read More
- Out of of 4839 BPM professionals who answered this question, a significant 81% (3902) rated ‘Processes aligned with organisational goals’ as the top criteria for selecting priority processes to map
- ‘Requirements from different business units’ was rated as second major criteria, chosen by over 53% (2583) BPM professionals
- ‘Based on current project requirements’ emerged as a close third with over 41% (2008) respondents highlighting its importance.
- Based on ROI’ and ‘Based on People Impact’ were other key criteria identified by the respondents.
While respondents acknowledged the need to prioritise the processes to map, this cannot be done without building a detailed process architecture and library. An accurate Business Process Architecture and Library shows how many processes make up a business area, where a process starts and ends, and gives a broad view of the process objective. All this information helps recognise high-value, high-risk, high-volume and high-frequency processes, which when mapped, analysed and improved, give the highest return to business in the shortest possible time.
Top three objectives organisations wish to achieve with their Business Improvement projects
Read More
- Out of 4839 people who answered this question, a substantial 58% (2818) of respondents identified quality improvement as the top objective they wish to achieve with their business process improvement project.
- Productivity enhancement emerged as the second highest-rated goal, chosen by 55% (2660) of respondents.
- Improving Customer Experience secured the third spot, with 48% (2330) of respondents emphasising customer satisfaction as a central focus of their improvement efforts.
- Managing compliance, managing knowledge, managing risk, and cost-cutting were other noteworthy objectives recognised by respondents.
The survey insights shed light on Process Improvement being a key strategic focus for organisations. Organisations recognise Process Improvement as integral to achieving their agendas and driving growth and adaptability. Given today's business landscape, organisations understand that a well-executed process improvement project gives them a competitive advantage by enabling them to achieve their productivity enhancement and risk and knowledge management goals.
Top three reasons that are preventing your organisation from achieving your business improvement objectives
Read More
- Out of 4839 BPM professionals who answered this question, 54% (2621) of respondents rated the lack of clear process improvement goals as the top reason impacting business improvement results.
- The absence of a standard methodology was rated as a second major deterrent, chosen by over 38% (1817) of respondents.
- Lack of stakeholder engagement emerged as a third major challenge highlighted by over 25% (1190) of respondents.
- The absence of a dedicated process improvement team and lack of a professional improvement tool were other key challenges highlighted by respondents.
Amidst the increasing adoption of business process improvement initiatives to attain strategic objectives, the survey uncovers concerning gaps in planning and implementation. Many organisations overlook the crucial first step of establishing clear goals and objectives for their business process improvement journey, impacting project outcomes in later stages. Additionally, organisations are neglecting the essential aspects of defining methodologies and standards and ensuring stakeholder engagement, which poses hindrances to realising process improvement objectives. Before embarking on their process improvement initiatives, organisations need to take a step-by-step approach to ensure all the critical elements are in place to maximise success.
North America BPM Trends
Proficiency in BPMN, a globally accepted language for business process modelling
Read More
- Out of 1399 BPM practitioners who responded to the question, a significant majority, nearly 40.36% (565) of professionals, rated their BPMN understanding as average or below average.
- Merely 18.07% (253) of professionals rate their BPMN understanding as above average.
- Only 6% (84) of professionals express an excellent level of confidence in their BPMN skills.
- Over 17.46% (244) of respondents admit to being unfamiliar with BPMN.
The survey data highlights a concerning BPMN (Business Process Modelling Notation) skills gap within organisations. Being a worldwide recognised language for process mapping, proficiency in BPMN is essential for creating accurate maps which are easy to understand and follow throughout the organisation. Findings clearly indicate a need for upskilling and training BPM professionals to ensure consistent and accurate documentation, which will serve as the bedrock for achieving continuous improvement, knowledge management, and automation—top goals organisations wish to achieve with process mapping.
Top three reasons why organisations struggle with Process Mapping
Read More
- From 1399 North American BPM professionals who answered this question, over 52% (730) of respondents recognised the absence of well-defined rules and standards as the top issue that hampers process mapping.
- Inadequate allocation of time to process mapping teams emerged as a second major challenge, chosen by around 48% (666) of respondents.
- Lack of skills was rated the third most common challenge, with nearly 44% (624) of respondents expressing concerns about the skills gap within their teams.
- The absence of a dedicated process mapping team, lack of professional mapping tools, and insufficient team members for effective mapping efforts were other key challenges identified by BPM professionals.
Process mapping is the foundation of any BPM initiative. Any issue with process mapping results in a ripple effect, impacting the entire BPM lifecycle. The survey highlights some common challenges BPM professionals face that hinder effective process mapping. These findings underscore the importance of establishing clear rules and standards to enable process mapping teams to develop accurate and consistent documentation. The survey analysis also brings to the fore a key mistake made by organisations—neglecting the need for a dedicated team. Process mapping demands consistent efforts. For sustained momentum, a dedicated team and appropriate allocation of time for process mapping is a must-have.
Top 3 reasons why organisations create process maps
Read More
- Out of 1399 North American BPM professionals who answered this question, 66% (922) rated Continuous improvement as the top goal they aim to achieve through process mapping.
- Effective Knowledge Management emerged as the second highest-rated goal, chosen by 41% (573) BPM professionals.
- Process Automation secured the third spot, with 42% (582) professionals emphasising its significance.
- Preparation for a system implementation, organisational restructuring, operational transparency and establishing a new business unit were some other key goals identified by BPM professionals.
The survey findings highlight awareness of the crucial role process mapping plays in achieving several key business objectives, driving sustainable success. Organisations recognise the importance of process mapping in achieving process improvement objectives and setting them on a path to continuous improvement. Process mapping is also considered a key enabler to navigate complexities during system implementation, as well as to effectively manage knowledge to transform into a process-dependent organisation rather than relying solely on individual expertise.
Organisations that have a well-defined Business Process Improvement methodology
Read More
- Out of 1399 North American BPM professionals who responded to this question, 50% (699)reported that their organisations lack a defined Business Process Improvement Methodology.
- 50% (699)of respondents said their organisations have a methodology in place to manage their improvement initiatives.
As per the survey findings, many organisations lack a defined Business Process Improvement Methodology. A robust methodology lies at the core of creating consistent and comprehensive process documentation, providing clear guidelines on the level of detail required for process maps, essential information to be captured, and the elements to include. Without a methodology, organisations risk generating inconsistent and suboptimal quality process maps, subsequently impacting the effectiveness of process analysis and improvement outcomes.
Organisations that had a detailed Process Architecture in place before they started creating Process Maps
Read More
- Out of 1399 North American BPM professionals who responded to this question, nearly 45% (622) said their organisations started creating process maps without a process architecture.
- Around 34% (497) of respondents said a detailed architecture existed before they started creating process maps.
- Nearly 21% (298) said they have not yet started creating process maps.
The survey data reveals a significant number of organisations straightaway start process mapping missing crucial preparatory steps. A sizable number of respondents said that their organisations started creating process maps without a detailed process architecture. A process architecture serves as a hierarchical model of an organisation's business processes. It provides a bird's eye view of the business to help organisations identify business functions with pain points and understand which processes need urgent attention and should be mapped in the first phase. Without a detailed architecture, organisations are shooting in the dark, unaware of the scope of the process mapping initiative.
Top 3 ways organisations prioritise their processes to map
Read More
- Out of 1399 North American BPM professionals who answered this question, 59% (825) rated ‘Processes aligned with organisational goals’ as the top criteria for selecting priority processes to map.
- Following closely, ‘Based on current project requirements’ emerged as the second major criteria, chosen by 58% (811) professionals.
- ‘Requirements from different business units’ secured the third spot, chosen by around 49% (679) of respondents.
- ‘Based on ROI’ and ‘Based on Project Impact’ were other key criteria identified by BPM professionals.
While respondents acknowledged the need to prioritise the processes to map, this cannot be done without building a detailed process architecture and library. An accurate Business Process Architecture and Library shows how many processes make up a business area, where a process starts and ends, and gives a broad view of the process objective. All this information helps recognise high-value, high-risk, high-volume and high-frequency processes, which when mapped, analysed and improved, give the highest return to business in the shortest possible time.
Europe BPM Trends
Top 3 reasons why organisations create process maps
Read More
- Out of 876 BPM professionals who answered this question, 56% (493) rated Continuous improvement as the top goal they aim to achieve through process mapping.
- Process Automation emerged as the second highest-rated goal, chosen by 44% (387) BPM professionals.
- Knowledge Management secured the third spot, with 43% (378) professionals emphasising its significance.
- Preparation of a system implementation, Organisational restructuring, Operational transparency and establishing a new business unit were some other key goals identified by BPM professionals.
The survey findings highlight awareness of the crucial role process mapping plays in achieving several key business objectives, driving sustainable success. Organisations recognise the importance of process mapping in achieving process improvement objectives and setting them on a path to continuous improvement. Process mapping is also considered a key enabler to navigate complexities during system implementation, as well as to effectively manage knowledge to transform into a process-dependent organisation rather than relying solely on individual expertise.
Top three reasons why organisations struggle with Process Mapping
Read More
- From 876 BPM professionals in Europe who answered this question, over 53% (462) of respondents recognised the absence of well-defined rules and standards as the top issue that hampers process mapping.
- Lack of a dedicated process mapping team emerged as a second major challenge, chosen by around 40% (349)of respondents.
- Inadequate allocation of time to process mapping teams was rated the third most common challenge, with nearly 38% (336) of respondents highlighting the concern.
- Lack of skills, lack of professional mapping tools, and insufficient team members for effective mapping efforts were other key challenges identified by BPM professionals.
Process mapping is the foundation of any BPM initiative. Any issue with process mapping results in a ripple effect, impacting the entire BPM lifecycle. The survey highlights some common challenges BPM professionals face that hinder effective process mapping. These findings underscore the importance of establishing clear rules and standards to enable process mapping teams to develop accurate and consistent documentation. The survey analysis also brings to the fore a key mistake made by organisations—neglecting the need for a dedicated team. Process mapping demands consistent efforts. For sustained momentum, a dedicated team and appropriate allocation of time for process mapping is a must-have.
Organisations that have a well-defined Business Process Improvement methodology
Read More
- From 876 BPM professionals in the European region who responded to this question, over 39% (338) of respondents reported having an established methodology for managing improvement initiatives within their organisations.
- Nearly 15% (132) said they have a partial/ad-hoc methodology
- Around 19% (170)of respondents said their organisations lacked a defined Business Process Improvement Methodology.
The survey results reveal an intriguing contrast from the global perspective. While 50% of BPM professionals worldwide acknowledged a lack of Process Improvement Methodology in their organisations, the European figure notably dips to 26%. This shows that European organisations are aware of the importance of methodology in creating consistent and comprehensive process documentation. A methodology provides clear guidelines on the level of detail required for process maps, essential information to be captured, and the elements to include.
Organisations that had a detailed Process Architecture in place before they started creating Process Maps
Read More
- Out of 876 BPM professionals in the European region who responded to this question, nearly 33% (292) said their organisations started creating process maps without a process architecture.
- Around 36% (316) of respondents said a detailed architecture existed before they started creating process maps.
- Nearly 31% (272) said they have not yet started creating process maps.
The survey data reveals a significant number of organisations straightaway start process mapping missing crucial preparatory steps. A sizable number of respondents said that their organisations started creating process maps without a detailed process architecture. A process architecture serves as a hierarchical model of an organisation's business processes. It provides a bird's eye view of the business to help organisations identify business functions with pain points and understand which processes need urgent attention and should be mapped in the first phase. Without a detailed architecture, organisations are shooting in the dark, unaware of the scope of the process mapping initiative.
Top 3 ways organisations prioritise their processes to map
Read More
- Out of 876 European professionals who answered this question, 57% (499) rated ‘Based on current project requirements’ as the top criteria for selecting priority processes to map.
- Following closely, ‘Based on organisational goals and strategies’ emerged as the second major criteria, chosen by 56% (488) professionals.
- ‘Requirements from different business units’ secured the third spot, chosen by around 43% (373) of respondents.
- ‘Based on ROI’ and ‘Based on Project Impact’ were other key criteria identified by BPM professionals.
While respondents acknowledged the need to prioritise the processes to map, this cannot be done without building a detailed process architecture and library. An accurate Business Process Architecture and Library shows how many processes make up a business area, where a process starts and ends, and gives a broad view of the process objective. All this information helps recognise high-value, high-risk, high-volume and high-frequency processes, which when mapped, analysed and improved, give the highest return to business in the shortest possible time.
Top three objectives organisations wish to achieve with their Business Improvement projects
Read More
- Out of 876 BPM professionals in Europe who answered this question, a substantial 69% (523) of respondents identified Productivity Improvement as the top objective they wish to achieve with their business process improvement project.
- Quality Improvement emerged as the second highest-rated goal, chosen by 51% (447) of respondents.
- Improving Customer Experience secured the third spot, with 50% (444) of respondents emphasising customer satisfaction as a central focus of their improvement efforts.
- Managing compliance, managing knowledge, managing risk, and cost cutting were other noteworthy objectives recognised by respondents.
The survey insights shed light on Process Improvement being a key strategic focus for organisations. Organisations recognise Process Improvement as integral to achieving their agendas and driving growth and adaptability. Given today's business landscape, organisations understand that a well-executed process improvement project gives them a competitive advantage by enabling them to achieve their productivity enhancement and risk and knowledge management goals.
Top three reasons that are preventing your organisation from achieving your business improvement objectives
Read More
- Out of 876 BPM professionals who answered this question, over 51% (446) of respondents rated the lack of clear process improvement goals as the top reason impacting business improvement results.
- The lack of stakeholder engagement was rated as a second major deterrent, chosen by over 42% (370) of respondents.
- Lack of effective change management emerged as a third major challenge highlighted by over 40% (354) of respondents.
- The lack of a dedicated process improvement team, absence of a standard methodology and lack of a professional improvement tool were other key challenges highlighted by respondents.
Amidst the increasing adoption of business process improvement initiatives to attain strategic objectives, the survey uncovers concerning gaps in planning and implementation. Many organisations overlook the crucial first step of establishing clear goals and objectives for their business process improvement journey, impacting project outcomes in later stages. Additionally, organisations are neglecting the essential aspects of defining methodologies and standards and ensuring stakeholder engagement, which poses hindrances to realising process improvement objectives. Before embarking on their process improvement initiatives, organisations need to take a step-by-step approach to ensure all the critical elements are in place to maximise success.
APAC BPM Trends
Proficiency in BPMN, a globally accepted language for business process modelling
Read More
- From 2564 BPM practitioners who responded to the question, a significant majority, nearly 40% (1025) of professionals, rated their BPMN understanding as average or below average.
- About 26% (667) of respondents admit to being unfamiliar with BPMN.
- Merely 13% (333) of professionals rate their BPMN understanding as Above Average.
- Only 1% (26) of professionals express an excellent level of confidence in their BPMN skills.
The survey data highlights a concerning BPMN (Business Process Modelling Notation) skills gap within organisations. Being a worldwide recognised language for process mapping, proficiency in BPMN is essential for creating accurate maps which are easy to understand and follow throughout the organisation. Findings clearly indicate a need for upskilling and training BPM professionals to ensure consistent and accurate documentation, which will serve as the bedrock for achieving continuous improvement, knowledge management, and automation—top goals organisations wish to achieve with process mapping.
Top three reasons why organisations struggle with Process Mapping
Read More
- From 2564 BPM professionals who answered this question, over 53% (1352) of respondents recognised inadequate allocation of time to process mapping teams as the top issue that hampers process mapping.
- The absence of well-defined rules and standards emerged as a second major challenge, chosen by 50% (1291) of respondents.
- Lack of a dedicated process mapping team was rated the third most common challenge, highlighted by nearly 44% (1123) of respondents.
- Lack of skills, lack of professional mapping tools, and insufficient team members for effective mapping efforts were other key challenges identified by BPM professionals.
Process mapping is the foundation of any BPM initiative. Any issue with process mapping results in a ripple effect, impacting the entire BPM lifecycle. The survey highlights some common challenges BPM professionals face that hinder effective process mapping. These findings underscore the importance of establishing clear rules and standards to enable process mapping teams to develop accurate and consistent documentation. The survey analysis also brings to the fore a key mistake made by organisations—neglecting the need for a dedicated team. Process mapping demands consistent efforts. For sustained momentum, a dedicated team and appropriate allocation of time for process mapping is a must-have.
Top 3 reasons why organisations create process maps
Read More
- Out of 2564 BPM professionals in the APAC region who answered this question, 63% (1604) rated Continuous improvement as the top goal they aim to achieve through process mapping.
- Preparing for a system implementation emerged as the second highest-rated goal, chosen by 44%(1132) BPM professionals.
- Process Automation secured the third spot, with 41% (1059) professionals emphasising its significance.
- Effective knowledge management, Organisational restructuring, Operational transparency and establishing a new business unit were some other key goals identified by BPM professionals.
The survey findings highlight awareness of the crucial role process mapping plays in achieving several key business objectives, driving sustainable success. Organisations recognise the importance of process mapping in achieving process improvement objectives and setting them on a path to continuous improvement. Process mapping is also considered a key enabler to navigate complexities during system implementation, as well as to effectively manage knowledge to transform into a process-dependent organisation rather than relying solely on individual expertise.
Organisations that have a well-defined Business Process Improvement methodology
Read More
- Out of 2564 BPM professionals who responded to this question, 53% (1359) reported that their organisations lack a defined Business Process Improvement Methodology.
- 47% (1211) of respondents said their organisations have a methodology in place to manage their improvement initiatives.
As per the survey findings, many organisations lack a defined Business Process Improvement Methodology. A robust methodology lies at the core of creating consistent and comprehensive process documentation, providing clear guidelines on the level of detail required for process maps, essential information to be captured, and the elements to include. Without a methodology, organisations risk generating inconsistent and suboptimal quality process maps, subsequently impacting the effectiveness of process analysis and improvement outcomes.
Organisations that had a detailed Process Architecture in place before they started creating Process Maps
Read More
- Out of 2564 BPM professionals in the APAC region who responded to this question, nearly 53% (1370) said their organisations started creating process maps without a process architecture.
- Around 21% (551) of respondents said a detailed architecture existed before they started creating process maps.
- 25% (643) said they have not yet started creating process maps.
The survey data reveals a significant number of organisations straightaway start process mapping missing crucial preparatory steps. A sizable number of respondents said that their organisations started creating process maps without a detailed process architecture. A process architecture serves as a hierarchical model of an organisation's business processes. It provides a bird's eye view of the business to help organisations identify business functions with pain points and understand which processes need urgent attention and should be mapped in the first phase. Without a detailed architecture, organisations are shooting in the dark, unaware of the scope of the process mapping initiative.
Top 3 ways organisations prioritise their processes to map
Read More
- Out of 2564 BPM professionals in the APAC region who answered this question, a significant 75% (1925) rated ‘Based on current project requirements’ as the top criteria for selecting priority processes to map
- ‘Processes aligned with organisational goals’ was rated as the second major criteria, chosen by over 67% (1728) of BPM professionals
- 'Requirements from different business units’ emerged as the third key criteria, with over 51% (1313) of respondents highlighting its importance.
- ‘Based on ROI’ and ‘Based on Project Impact’ were other key criteria identified by the respondents.
While respondents acknowledged the need to prioritise the processes to map, this cannot be done without building a detailed process architecture and library. An accurate Business Process Architecture and Library shows how many processes make up a business area, where a process starts and ends, and gives a broad view of the process objective. All this information helps recognise high-value, high-risk, high-volume and high-frequency processes, which when mapped, analysed and improved, give the highest return to business in the shortest possible time.
Top three objectives organisations wish to achieve with their Business Improvement projects
Read More
- Out of 2564 BPM professionals in the APAC region who answered this question, a substantial 61% (1561) of respondents identified quality improvement as the top objective they wish to achieve with their business process improvement project.
- Productivity Improvement emerged as the second highest-rated goal, chosen by 48% (1235) of respondents.
- Improving Customer Experience secured the third spot, with 44% (1133) of respondents emphasising customer satisfaction as a central focus of their improvement efforts.
- Managing compliance, managing knowledge, managing risk, and cost cutting were other noteworthy objectives recognised by respondents.
The survey insights shed light on Process Improvement being a key strategic focus for organisations. Organisations recognise Process Improvement as integral to achieving their agendas and driving growth and adaptability. Given today's business landscape, organisations understand that a well-executed process improvement project gives them a competitive advantage by enabling them to achieve their productivity enhancement and risk and knowledge management goals.
Top three reasons that are preventing your organisation from achieving your business improvement objectives
Read More
- Out of 2564 BPM professionals who answered this question, over 50% (1287) of respondents rated the lack of clear process improvement goals as the top reason impacting business improvement results.
- Distributed and misaligned efforts was rated as a second major deterrent, chosen by over 47% (1197) of respondents.
- Lack of effective change management emerged as a third major challenge highlighted by over 40% (1013) of respondents.
- Lack of stakeholder engagement, not having a dedicated process improvement team, absence of a standard methodology and lack of a professional improvement tool were other key challenges highlighted by respondents.
Amidst the increasing adoption of business process improvement initiatives to attain strategic objectives, the survey uncovers concerning gaps in planning and implementation. Many organisations overlook the crucial first step of establishing clear goals and objectives for their business process improvement journey, impacting project outcomes in later stages. Additionally, organisations are neglecting the essential aspects of defining methodologies and standards and ensuring stakeholder engagement, which poses hindrances to realising process improvement objectives. Before embarking on their process improvement initiatives, organisations need to take a step-by-step approach to ensure all the critical elements are in place to maximise success.
