Los Procesos Transversales son aquellos que rompen el esquema del flujo de actividades en silos, abarcando toda la estructura del negocio y haciendo uso de la tecnología como vehículo de automatización, así se logra la reducción de esfuerzo. Interviniendo y manejando de forma correcta los distintos Procesos Transversales que encontramos en las empresas, el resultado es que los servicios finales suelen ser mejores, impactando de forma directa en los clientes y en la productividad.
BPM busca ejecutar y organizar los procesos de negocio y como tal los procesos de un área definida, que se segregan en tareas propias de un proceso transversal que viene atravesando a los demás departamentos involucrados en este. A menudo los procesos que son el valor real en la compañía (Procesos Principales), son precisamente aquellos que abarcan varias áreas organizacionales, sistemas de TI y aplicaciones.
Nicole Pinilla en su página Process and Project Management dice: «En una organización se requiere una forma más holística y global para definir y gestionar sus procesos de negocio, en la que el proceso de negocio se vea como una entidad que abarca las áreas organizacionales, y se gestione como un único proceso en lugar de un conjunto de tareas en organizaciones individuales. Business Process Management (BPM) es una forma centrada en el proceso de consultar el negocio, en contraste con una vista funcional u organizativa de este; es una estrategia de toda la empresa que conecta a las personas, los sistemas y las aplicaciones. Busca automatizar, gestionar y optimizar los procesos de negocio dinámicos que abarcan organizaciones, sistemas y aplicaciones para crear un valor de negocio real.»
Teniendo en cuenta que en los procesos de cambio los procesos transversales han de tener un rol decisivo como agentes del cambio, es de suma importancia que su ejecución, organización e implementación sea pensada de forma estratégica y dirigida al cumplimiento de los objetivos del negocio.
«Utilizar BI puede convertir las preguntas abiertas en respuestas específicas». – Anónimo
¿Por qué es necesario para las compañías utilizar Business Intelligence? Para muchas organizaciones alrededor del mundo queda cada vez más claro que para estar liderando el mercado y ganar la preferencia de sus clientes y los stakeholders, las soluciones basadas en el análisis de la información son indispensables.
Business Intelligence es un nombre dado a un conjunto de herramientas utilizadas por una entidad para optimizar su rendimiento, haciendo un uso inteligente de la información.
La importancia del Business Intelligence para las empresas está en que estas herramientas permiten tener un control absoluto de la información, de esta forma las organizaciones pueden gestionar estos datos de forma más eficaz para así poder entender su situación actual, plantear posibles escenarios futuros y tomar decisiones más inteligentes basadas en el conocimiento.
Principales ventajas del Business Intelligence:
Ahorro en costos y tiempos
Aumento de la fiabilidad de los resultados
Nuevas oportunidades de negocio
Posibilidad de anticiparse a las necesidades de los clientes
Cada vez más BI es la clave para el éxito de los negocios y se está convirtiendo en un componente fundamental para todas las iniciativas empresariales.
Está claro que la economía de hoy exige que los negocios sean los más eficientes y eficaces posible para generar decisiones más inteligentes. La manera de alcanzar estos propósitos es integrando Business Intelligence (BI) con Business Process Management (BPM), que permite lograr la Inteligencia operacional de negocios.
BPM por sí solo no es suficiente porque con él no se logra ver el contexto dinámico de los procesos. Al agregar BI se puede tener una visión de la trayectoria del rendimiento, en donde los indicadores se comparan con los objetivos del negocio, que permite mejorar los procesos, las decisiones y los resultados.
Aún queda mucho camino por desarrollar en relación con la flexibilidad y capacidad de adaptación de las organizaciones a estas herramientas, lo importante, es que estos conceptos están emergiendo como aspectos fundamentales para la toma inteligente de decisiones.
Envigado es una comunidad social ubicada en el sur del Valle de Aburr+a, cuenta con alrededor de 232.000 habitantes asentados en 39 barrios y 6 veredas.
Una de las necesidades del Municipio es automatizar la gestión de los procesos de los servicios misionales, actualizar el sistema de Gestión Documental y hacer la integración entre los procesos y los documentos para facilitar la gestión y seguimiento de las solicitudes de los ciudadanos.
Toda la información que llegaba a las secretarías se hacía de forma manual, cada Secretaría hacía el registro de los servicios prestados en hojas de Excel llenando los datos del solicitante, el responsable y la fecha de cierre. Este método estaba impidiendo tener un control y seguimiento a los servicios que recibía cada ciudadano, alargando las búsquedas, retrasando los servicios y acumulando toneladas de papel.
Automatizar los procesos misionales
Ofrecer un servicio de calidad al ciudadano, basado en la transparencia y visibilidad de todos los servicios y beneficios recibidos
Definir procesos para garantizar respuestas oportunas y rápidas
Tener mayor control de la información sobre los ciudadanos
Gestionar de forma rápida las PQRS (Sistema de Peticiones, Quejas, Reclamos y Sugerencias)
Integrar la gestión documental con la gestión de los procesos
El Municipio de Envigado acogió el software Process OnLine BPMS, sobre el cual está realizando un plan de automatización incremental para atender los más de 300 servicios que presta la entidad a la comunidad al momento están funcionando los siguientes procesos:
Servicios de Asesoría y Asistencia de Comisarías de familia
Gestión de Correspondencia.
Solicitudes de actualización de fichas del Sisben
Servicios de Oficina de la Gestión del Riesgo
Servicios de la Secretaría de Obras Públicas
Subsidios de vivienda nueva, usada y materiales
En el tema documental se migraron 4.000.000 millones de documentos del sistema anterior y a la fecha se han implementado más de 150 tipos documentales de la tabla de retención documental.
Todo esto ha permitido que el Municipio preste un mejor servicio a la ciudadanía, tenga un mayor control de sus procesos internos y sea un referente para otros municipios.
Para implantar esta gestión por procesos dentro del municipio, se requería una orientación a procesos (BPM) que no mirara las áreas funcionales de la organización como departamentos independientes, sino que las viera como un todo, donde los procesos atendieran a los objetivos trazados por el municipio.
Ahora gracias al trabajo conjunto entre Process OnLine y los líderes que participaron al interior del municipio, la Alcaldía de Envigado dispone de indicadores que les permiten seguir optimizando los procesos de su gestión.
En definitiva un caso de éxito en el que el Municipio ha logrado sus objetivos de su unión tecnológica con Process OnLine.
Más de 30 procesos automatizados
Eficiencia en la consulta de documentos y relación con la gestión del proceso
Generación de reportes rápidos y oportunos
Información disponible en línea
Respuesta oportuna a las PQRS
Entrega de servicio de alta calidad, transparente y enfocado en el cliente
Movilidad para la gestión de servicios desde dispositivos móviles.
Implementación de estrategia cero papel en los procesos automatizados
El softwareProcess OnLine BPMS es una solución web que está implementada en la nube, usando los servicios de computación que ofrece Amazon Web Services (AWS), lo cual ha permitido al municipio de Envigado contar con los siguientes beneficios:
Infraestructura en condiciones óptimas para la operación del software
Alta disponibilidad del servicio a los ciudadanos
Respaldo de información de forma segura y confiable
Seguridad y fiabilidad en el tratamiento de la información de acuerdo al marco de conformidad de AWS para entidades gubernamentales
Business Process Management Software is not designed to improve the customer experience. Instead, its focus is on enabling process improvement so organizations can streamline day-to-day operations and get the job done more effectively. While BPM software may not be aimed directly at customer service, a recent 1to1 Media report said strategic BPM deployments can go a long way toward improving customer service functionality.
According to the news source, delivering a better customer experience depends on an interplay between technology, processes, and people. Gartner has identified these interdependent relationships in its Customer Experience Ecosystem, which creates an environment in which these various components of a service are unified to deliver better customer service within an organization.
The report explained that many organizations have customer service experts within the customer experience ecosystem. These individuals can look at new ways to improve the customer experience and help the company move forward in that area. However, putting these innovative ideas into action depends heavily on being able to adapt business processes in the background so end-user operations can support the overarching customer experience goals. Most customer service leaders do not have the process of expertise needed to drive process improvements. As a result, the collaboration between process and customer service leaders is necessary to improve the customer experience. BPM software can help in this process by providing the technology necessary to enable rapid process evolution in light of customer-service goals.
Using BPM to drive Customer Experience Goals
Using BPM to support customer experience efforts can pay dividends in a variety of ways. The news source identified credibility as one of the most prominent gains offered by BPM. Turning to BPM provides a provable, data-driven framework for process improvement that, when applied to customer experience efforts, can add a sense of weight and value to the efforts being made. Other advantages offered by BPM solutions used in such settings include enabling larger scale projects and offering complementary tools and services.
Importance of BPM in the Customer Experience
Getting end-users the information and applications they need is increasingly difficult as cloud, mobile and social systems gain prominence. Inefficient processes can get in the way of effective customer interaction. BPM streamlines processes to such an extent that workers have more time that can be devoted to customer-focused efforts. As a result, organizations can use the automation capabilities that come with BPM software to increase the value of human interaction in the enterprise.
In 2011 Gartner’s Jim Sinur predicted that business process management and the cloud would be the «real thunder.» He stated that moving operations to the cloud would free up money and efforts for businesses, and those organizations would be remiss to ignore BPM.
The speed of getting started is a huge benefit of cloud-based BPM. When BPM is offered as service companies can try BPM to see what it is about and if it is right for them. Then, if they want to move forward, they can start without having to install and set up the software themselves at a price point that is lower due to the «pay for use» subscription model. Finally, it is easier to orchestrate applications and data that reside in the cloud, so running BPM in the cloud makes processes more efficient.
BPM is converging with the platform as a service, combining the benefits of application development and process support in an integrated cloud model. It allows companies to build those smart process apps that are highly flexible and tailored to serve the end user with a cloud-based solution that eliminates traditional IT/business productivity challenges.
There are three things to consider when it comes to BPM and the cloud:
Do you have data and services in the cloud that processes must work with?
Do you want to execute processes in the cloud? If so, how does it include existing data and systems that aren’t in the cloud?
Is cloud really suitable for what you need to achieve today, tomorrow or somewhere in the future?
Clay Richardson from Forrester has spoken about the «mess of many.» Trying to create enterprisewide business processes across different business units and systems was hard enough when everything was inside an organization. When businesses start to move data and systems to the cloud, they very quickly end up doubling process challenges. This creates the «mess of many» problem — enterprise processes across on-premises systems as well as applications and software in the cloud.
As businesses move to the cloud it is crucial to maintain consistent, enterprise-wide processes. Many companies today, for example, have a CRM system that runs in the cloud but ERP or HR systems run on-premises.
A further impact of cloud technology on BPM is the idea of «mash apps.» The concept of «mashing up» process information with other data from both on-premises and the cloud to create process-centric composite applications is becoming as important as the end product for BPM.
The rapid rise of cloud computing and readily available free Web-based business applications mean more business users are deploying and using technology solutions without the IT department’s involvement, which is one of the main attractions of mash apps.
Automotive supplier Valeo serves as a concrete case study: It introduced Google Apps for Business’ to its 30,000 connected employees to increase administrative efficiency and improve collaboration between almost 200 locations in nearly 30 countries. Using Applications Templates, business users all over the world can create and customize applications while governance is provided centrally to minimize duplication of effort and cost.
Cloud proposition vs. on-premises
Another question that companies are asking is why they should consider vendors with a cloud proposition instead of traditional on-premises suppliers. The easy answer to this is if a business isn’t sure about BPM it can try it out in the cloud before making a commitment. Organizations often start in the cloud and then move back into on-premises, and vice versa. This flexibility is important to consider together with the idea of a hybrid model. There has also been a noticeable rise in a new approach to a BPM appliance where the whole offering comes «in a box,» often delivered as a cloud-based platform as a service.
There are real benefits from cloud and BPM:
Quick start, no IT hassle and focus on business value
Pay-as-you-go subscription model
A high degree of collaboration such as collaborative modeling
Orchestration of cloud services
However, to get this benefit it is important that companies ask themselves the right, honest questions. Navigating BPM and the cloud and making the correct, pragmatic choices ensures an organization is future-proofed, can get started quickly and can take the hybrid approach to make sure they aren’t getting themselves into that «mess of many» problem.
Manufacturers in several different industries are already using physical robots to make their products. Despite the improvements these robots have made in the assembly line, the manufacturing industry continues to face significant issues when it comes to automating back-office and operational processes. These include problems in keeping up with new regulations and finding skilled labor, as well as issues surrounding inventory management, procurement, and customer communications.
The good news is that robotic process automation (RPA) is beginning to have an impact on many of these problem areas as more and more manufacturers automate processes ranging from accounts receivable and accounts payable to invoice processing and purchase order management. Doing so has helped to increase manufacturer efficiency, reduce manual errors, and save time, leading to a more agile back-office, more streamlined operations, and cost savings across the board. RPA has also helped manufacturers to improve levels of regulatory compliance, produce real-time process monitoring and analytics, replace paper with digital platforms, and digitize communications.
Despite the obvious benefits, some manufacturers are still hesitant to make the jump to RPA. Their reluctance is due, in large part, to their concerns about introducing potential risks that could threaten stable processes and frustrate both customers and employees.
To help minimize any risks associated with shifting to RPA while still reaping its substantial benefits, manufacturers should consider these five key steps.
Go slowly: Excited by the potential benefits of RPA, many manufacturers are tempted to jump into the deep end by introducing the new technology to multiple processes at once. Manufacturers would be better served to start slowly. Begin by researching and identifying which processes would benefit most from RPA, then implement and make sure these processes are running smoothly before moving on to the next implementation.
Keep it simple: Initially, manufacturers should plan for RPA to handle typical, routine information flow. More complex rules and exceptions can be added later as employees become more familiar and comfortable with the new processes.
Put together some early wins: Recognize that some level of disruption is inevitable. Manufacturers should introduce RPA by initially focusing on those processes that are likely to be relatively easy to change. Getting them running smoothly will provide a win right out of the gate, helping to calm the fears of workers who have their doubts about the benefits of RPA.
Educate and communicate: RPA can represent a major change to a manufacturer’s business processes. It’s important to take the time to make sure employees are aware of the likely changes RPA will bring about and how it will impact their jobs. Allow for sufficient time and money for everyone from managers and IT staff to line workers to get comfortable with the changes that will occur.
Sustain the change: Manufacturers must recognize that their work is not done once RPA implementation is complete. To sustain RPA’s impact, manufacturers should invest in a proven process platform to capture and store automated processes. This will allow them to be easily updated and accessible to employees anytime, anywhere.
Just as robots have streamlined the assembly line, robotic process automation can improve manufacturers’ back-office and operational processes. The key is to proceed methodically while encouraging employee involvement. Doing so will engender a sense of ownership that will help to reduce risks associated with implementing RPA.
Attitudes and technologies around Business Process Management have changed, particularly because of industrywide shifts from monolithic, legacy platforms and a tightened relationship between BPM and rapid application development. This shift caused the analyst firm, Forrester, to coin the term Digital Process Automation as a way to describe the suite of capabilities that will be essential to any BPM strategy going forward. And according to experts, two technology developments — Robotic Process Automation and AI — will play a critical role in the future of BPM.
The term BPM has suffered from the perception that it inhibits innovation, according to Rob Koplowitz, senior analyst with Forrester. This is a characteristic that cannot survive in a time where rapid software deployment has become a priority for many businesses he said, and this has pushed Forrester to create new terminology around BPM. Industry experts also believe it is time for enterprise architects to let go of an outdated focus on BPM and focus on business value instead.
«Cloud, SOA [service-oriented architecture] and other software services should not be based on BPM, but [rather on] capabilities», said William Ulrich, president of TSG, an IT consultancy. «This is a consensus view among leading architects. If you keep using BPM to drive cloud strategy [or] AI, you will [hit a] dead end».
One of these key capabilities is automation, which is where robotic process automation (RPA) and AI step into the BPM picture.
The Promise of Robotic Process Automation
RPA is emerging as a strong BPM technology, according to Paul Gaynor, a partner at PwC. In fact, RPA resembles the screen-scrapers developers used many years ago, he said. «We have moved beyond the simplistic nature of process toward using a higher degree of automation,» Gaynor said.
Part of the interest in RPA stems from the need for enterprises to keep up with new regulations and government mandates, Gaynor explained. As a result, enterprises are looking at how to both limit human intervention and address those regulatory requirements.
«We see Robotic Process Automation and the term bots as the precursor to the landscape of Intelligent Process Automation«, he explained. In the short run, bots have tremendous promise, Gaynor said, because they can enable enterprises to create an integration tier between legacy apps and new cloud services.
RPA and Cloud Integration ?
Gaynor said that the cloud also plays a large role for organizations that want to increase agility, unlock data and get the data into an environment that enables more predictability, both from a usability and cost perspective. «The cloud offers an intelligence layer that allows big data scans to take place at a more achievable compute cost», he said.
RPA can help companies automate many existing processes, Gaynor explained. RPA can also make it easier to implement integration patterns that are not always baked into more modern cloud applications. Many enterprise business processes depend on providing stakeholders the right answers at the right time, he added, and RPA can help organizations get answers faster.
«Enterprises have a set of stakeholders that includes employees, customers and regulators looking for an answer,» Gaynor said. «The faster you can provide that answer, the better the experience you can provide them».
AI Drives Digital Processes
Another trend that industry experts say will shape the BPM market in the coming year is the development and implementation of AI software. This technology enables organizations to automate more of their business processes and improve the efficiency of their organizations, according to Jeff Kaplan, managing director at THINKstrategies, an IT consultancy.
«Ironically, the biggest challenge facing organizations will be developing and implementing the right AI and machine learning solutions to achieve their corporate objectives», Kaplan said. «Therefore, enterprise architects will be key players in overcoming these challenges and enabling their organizations to capitalize on the latest AI and machine learning innovations».
There is also increased interest in new interfaces, such as voice, for interacting with processes, Forrester’s Koplowitz said. In some instances, this could be a matter of convenience, such as a user updating an address through a device like Alexa.
«The more interesting use cases involve new work patterns as with a field salesperson accessing critical content through a voice interface, delivered to a screen device, without the need to stop working with his or her hands to drive the screen», Koplowitz said.
There are many benefits to going digital, whether your goal is offering paperless services to your customers, your internal operations or both. As a middle market company, you’ll need to invest time and money to make such a significant change, but you’ll save enough in the long run that the initial investment will be worthwhile. Here are six reasons to go paper-free:
When you switch to an all-digital system, you can cut down significantly on human error. For example, forms that are digitally scanned rather than typed into a database have fewer errors. Some banks have reported that the number of errors decreased so much after going paper-free that they had to shut down departments dedicated to fixing mistakes and redeploy those staff, reports American Banker. That’s a good problem to have.
Faster customer service
You can greatly speed up customer service if you move to a digital landscape. Most businesses traditionally relied on paper for applications and opening new accounts, but many that digitize the process find that lowering the barrier to entry increases their number of customers, notes American Banker. In addition, you’ll make your current customers happier by answering their questions faster. If a client requests a file and you can search for it digitally and email it rather than looking for a hard copy, you’ll save significant time.
Although an initial investment is needed, businesses that go paperless eventually see that money returned. Consider this: An average office worker uses 10,000 sheets of copy paper a year, according to data cited in Entrepreneur. On average, a four-drawer filing cabinet costs $25,000 to fill and $2,000 to maintain just for one year. This doesn’t even take into account the costs of making sure all your papers are properly shredded before you throw them away.
Flexible work environment
If you employ a document management system and keep your files in the cloud, your employees have more flexibility. Is an employee ill but wants to work from home If you’ve gone digital, they can access all their files online and still meet those vital deadlines.
Going paperless brings a number of environmental advantages. On average, 39 percent of every 30 copies that are made are thrown away, reports Entrepreneur. In addition to saving trees, you’ll also save on energy costs when you don’t have to use print and copy machines as often.
Another advantage of being paper-free is better security. When you have backups of all your files saved in the cloud, you won’t have to worry about a fire or other disaster destroying your most important documents. Not only that, but a simple filing error won’t make an important paper impossible to find later.
The business process management (BPM) sector is undergoing a large shift as more organizations transform around digital technologies. With a greater emphasis on digital, many companies are realizing that the technology itself doesn’t necessarily change how they work. Instead, it optimizes their already existing operations. With BPM gaining such momentum, 2018 is a big year in terms of how businesses use the technology to change the way they meet customer demands. Here are three major BPM trends that we are witnessing now and will in the future:
1. Businesses are Transforming Customer and Employee Experiences
Many organizations are becoming acutely aware that they can’t make life better for their customers without eliminating the roadblocks that limit how employees handle key tasks. If workers are jumping through hoops to collaborate with colleagues, and access important data, those workers aren’t going to be able to support customer experience excellence.
BPM software streamlines the backend workings of an organization to create better employee experiences. This lays a foundation for smarter, more responsive customer interactions. All of this is made possible through a combination of process optimization and automation, transforming the way workers and customers engage with one another.
2. Organizations are Embracing RPA
Robotic Process Automation (RPA) allows organizations to capture data within backend systems and take action on that information based on predetermined parameters. In its simplest form, this innovation can be used for a simple workflow, but modern RPA solutions can incorporate artificial intelligence and robust analytics functionality to handle incredibly complex workflows.
RPA can connect processes, workflows, and applications out to the devices a user works on. As such, RPA can eliminate the manual processes that have long held companies back. All of this is happening as companies shift from having many divergent apps and services into one central platform. This brings us to our third major BPM trend.
3. App Platforms are Driving Digital Transformation
As BPM solutions continue to evolve, they are increasingly being built into app platforms. If a user needs an app to serve as a central hub for a product development initiative, the individual can:
Drag-and-drop interface elements to craft a GUI.
Use pre-built data workflows and APIs to pull the right data into the app.
Establish user roles and permissions in a simple directory system.
Leverage BPM tools to map out processes that interact with the app and automatically pull in relevant data, send notifications to stakeholders or otherwise streamline operations.
With platforms that are founded on BPM functionality, organizations can keep up with the enterprise app revolution. With BPM and backend security systems in place, contemporary app platforms are becoming central hubs for digital transformation, providing an avenue where data and processes flow freely within the controls that IT teams put in place.