Automation has become the next big thing in the information technology industry. Companies around the world are implementing automation models to manage workflow processes and increase efficiency. Among some of the major automation frameworks, Business Process Management (BPM) has become a popular choice among vendors. The discipline is comprised of a unique combination of automation modeling, execution, and control that are geared toward enabling a business to function more effectively.
But the path to success for BPM models has not been easy. In fact, the rise of Business Process Management is coming to an end. According to research conducted by the Aberdeen Group in 2007, business process management solutions have been a difficult challenge for most companies. Some of the reasons behind the unpopularity of BPM solutions are listed below:
Gap between BPM and People
For any technology to be successful in an organization, the right mindset and organizational culture is required. One of the main challenges faced by executives who implemented business process management models was the inability to engage people with the new idea. The report indicated that companies lacked a clear vision and roadmap to achieve business goals. Members of the organization felt disconnected from the system and were unwilling to take control.
BPM limits innovation
Business Process Management programs can be detrimental in some business structures where innovation is necessary. The idea of business evolution has gained momentum in recent decades due to increasing competition in the marketplace. Businesses must be able to innovate and evolve with rapidly changing market trends to be successful. Business Process Management solutions tend to limit the amount of changes a company can make to its processes. Research by Brenner and Tushman revealed that a company with a BPM structure is more likely to fail if it does not innovate compared to a company that operates without a BPM model.
Gap between process execution and process design
The Business Process Management life cycle is highly fragmented and lacks standards. Typically, a process will be broken down into different steps that require the use of multiple BPM tools. To further explain this in plain words, it would be correct to state that the tools needed to design the process cannot be used to run the process, which can create a costly gap.
Lack of technical support
Many organizations have complained about the lack of technical support available for BPM models. Many vendors cannot provide the necessary tools to address system issues. As Business Process Management has become a large area of recurring development, the lack of tool support has led to issues related to process rigidity and visualization.
Automating value creation: the new approach
While the market for BPM solutions is in decline, Value Creation Automation is gaining momentum with its unique approach. Value Creation Automation addresses a diverse set of industries, promising business leaders the key to unlocking the fullest potential with technology.
Value Creation Automation is not a mixture of automated tools or components, but rather a uniquely structured technology framework that holistically optimizes business processes. Superior interconnectivity and enhanced value delivery are key aspects of the operation of this automation solution that enables companies to scale robustly.
But all these fancy words have been used to promote BPM, ERP, and other automation programs. So what really makes value creation automation different?
Integration Management
The solution integrates all aspects of business operation into a single holistic framework. Each activity and process is interconnected with each other to guarantee maximum control.
Cost and time management
All activities and processes are measured with strict time and cost parameters through Value Creation Automation. Once a process is started, managers don’t have to worry about timing or budgeting. All process parameters and targets are displayed in real time on screens for visualization purposes.
value chain
“Value” is the founding concept of Value Creation Automation. The main goal of VCA is to implement a value-creating process flow that eliminates any non-value-adding activities.
Lean and Six Sigma approach
The implementation of Lean and Six Sigma has revolutionized industries to a whole new level. However, the automated implementation of these principles has not yet materialized. Automation of value creation instills Lean and Six Sigma at the process and managerial level for maximum waste elimination and increased productivity.
These are just a few of the reasons why Value Creation Automation is making its mark on the industry and getting ahead of the competition. If you don’t automate your business processes now, you’ll be left behind.