Taking a systematic, stepped approach to BPM improvement and gradual transformation doesn’t always cut it in today’s market – it is neither economical nor fast enough for current business transformation expectations and requirements.
This is why, at Procensol, we talk so much about Agile BPM. It’s not just us talking about it though…
According to Gartner, the “big bang with predetermined phases over three years methodology” isn’t working anymore. Business transformation leaders and other change agents need more agile business transformation approaches to respond to big change situations.
It means that in any business improvement or transformation program, we need to be cognisant of the constant internal and external changes occurring in parallel to the work program we are on. Not just at a technology level, but at a business level we need to ensure there is an appetite for agility and a means to continue business and system transformations despite big change.
As Bruce Robertson of Gartner highlights in his report*,
More emergent behavior may need to be incorporated — architecturally, organizationally and, of course, in business transformation programs. The history of being adaptive hinges not only on understanding that change will happen, but actually in designing to let change happen easily during and after deployment.
Agile BPM in action
Robertson’s primary case study for his assertion was drawn from the SARA initiative by the Queensland Government. SARA was a reform implemented by the government within a very short timeframe. This meant the need to explore a more innovative approach to application development while the business was transforming. Defining new and improving existing business processes whilst implementing a core technology system to support it, meant that the Queensland Government had to use new methods and tools to achieve success.
At Procensol, we are pleased to be aligned to this thinking and assisting other parts of Queensland on similar exciting transformations for innovative process-solutions across multiple agencies.
– Mervin Chiang, Director, Procensol
Want to know more?
Contact us to learn more about our recent Agile BPM work with government and private sector clients in Australia.
* Source: “Big Change Efforts Need an Agile Business Transformation Approach”, Bruce Robertson, Gartner, March 2015
About the Author
Chief Operating Officer
As Procensol’s Chief Operating Officer Mervin brings more than a decade of experience in strategic thinking, software, systems and process-centric design for business transformation to the operations of the organisation. Mervin is responsible for Procensol’s Asia Pacific region. Originally from Singapore and now based in Brisbane Australia, Mervin has held positions ranging from strategic BPM consulting, channel management, CIO, CTO to vendor management.
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