Date post: | 15-Feb-2017 |
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Software |
Upload: | bpms-software-vendor |
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Jorge García, Principal AnalystTechnology Evaluation CentersJorge is a senior business intelligence (BI) and data management analyst for TEC. He has more than 20 years of experience in all phases of application development, database and data warehouse (DWH) design, as well as 9 years in project management, covering best practices and new technologies in the BI/DWH space.
Jan Marek, BPM Team LeaderGeneraliWith millions of policy holders worldwide, including some of the world's best known multinational companies and brands, Generali provides comprehensive insurance products. Jan supports the business as BPM Leader, he orchestrates the high-risk corporate system which currently processes up to 11,000 cases. His methods reduced time of quotation by 40% and enabled Generali to embark on a Digital Transformation Journey.
Speakers
Moderator
John Webster, Chief Marketing OfficerBizagi
Who are Bizagi?
From design to automation and deployment, Bizagi supports the complete BPM and process
application development lifecycle to make digital transformation a reality
Our Topic Today
Top 5 Strategies for Digital Process AgilityExploring five practical strategies for business process management in the digital economy.
Discussion Points:
1. Selecting process management technologies
2. How to start small, but think big
3. Ensuring continuous innovation delivery
4. Combining flexibility with simplification
5. Foundations for a BPM Center of Excellence
TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITYSURVEY QUESTION 1
What is your primary driver for adopting a process management and automation platform?
a. Increasing customer satisfaction
b. Complying with regulatory pressures
c. Reducing operating costs
TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITYWHAT IS BPM?
“Business process management is a discipline involving any combination of modeling, automation, execution, control, measurement, and optimization of business activity flows, in support of enterprise goals, spanning systems, employees, customers, and partners within and beyond the enterprise boundaries.”
—Workflow Management Coalition
“With Digital Transformation the consumer, rather than the technology, is in the driver’s seat, and this matters.”
— Forbes
TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITYWHY AND WHEN DO WE NEED BPM SOFTWARE?
Top 3 reasons why implementing BPM software works in the digital economy:
• Accommodate increased business complexity
• Facilitate collaboration
• Increase process interaction
TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITYWHAT ARE THE BENEFITS?
• Doing things right• Avoids waste arising from manual effort, poor
collaboration, and inability to monitor progress• Result: time savings
Efficiency
• Doing or using the right things• Enables focus and control• Result: better exception handling, better decision
makingEffectiveness
• Rapid response to customer needs• Ability to adapt rapidly to business changes• Driver for change can be internal or external• Result: improved compliance, no delays or fines
Agility
TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITYBOOSTING CUSTOMER EXPERIENCE
BPM main contributions:
• Lower cost of operation
• Improved product, service quality, and delivery timelines
• Increased personalization
• Customer-centric decision making
TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITYBOOSTING CUSTOMER EXPERIENCE
It’s key to understand:
• The role of BPM in customer serviceo Technology can enable rapid process evolution for
customer-service goals
• The importance of BPM in customer experienceo BPM automation capabilities can increase the value of
human interaction
• How to use BPM to drive customer experience goalso Advantages include ability to do larger-scale projects
and offer complementary tools and services
TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITYSURVEY QUESTION 2
To what degree does your organization consider the customer experience when designing operational processes?
a. High: Customer experience is crucial for process design
b. Medium: Important, but other considerations come first
c. Low: Process design needs to follow internal compliance
TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITYCHALLENGES AND OPPORTUNITIES
Avoid solely IT-led BPM projects
• Focus on processes with real business benefits• Promote customer-centric processes• Build inward- and outward-looking processes
React promptly to business change
• Enhance process control and measurement• Improve process monitoring and optimization
Make BPM “agile”• Adapt continually and rapidly to changes• Narrow the gap between design and
deployment
Challenge Opportunities to:
TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITY TOP 5 STRATEGIES
5 Top Strategies for Digital Process Agility
1. Select a best-fit process management/automation solution
2. Start small, but think big
3. Ensure continuous innovation
4. Combine flexibility and simplification
5. Establish the foundation for a BPM center of excellence (CoE)
TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITYTOP 5 STRATEGIES
Data-centric architecture
Comprehensive functionality
Universal access
Flexible deployment
Simple interfaces
Ease of use
Native mobility
1. Select a BPM and Automation Solution: Main Factors
TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITYTOP 5 STRATEGIES
1. Select a BPM and Automation Solution: Functionality
Management Automation
Process modeling Automated execution
Security management Integration
Process collaboration Process orchestration
Form management
Workflow portal
Process execution
Monitoring and management
Process analytics
TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITYTOP 5 STRATEGIES
Initiative, not a project
Having a clear business case
Developing a good roadmap
Getting executive support
2. Start Small, Think Big
TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITY TOP 5 STRATEGIES
• Improve efficiency and reduced risks
• Ensure measurability
• Enhance consistency, repeatability, and transferability
• Ensure compliance and transparency
• Promote sustainability
• Increase technology integration
3. Ensure Continuous Innovation
TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITYTOP 5 STRATEGIES
4. Combine Flexibility and Simplification
“Agile” process design
Process and productivity
management
Logic focused employee/user
satisfaction
Effective operations
management
Effective content management
Effective team management
TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITYTOP 5 STRATEGIES
Governance
Project Status
Track Value Delivered
Process Portfolio
Skills
Standards
Reusable Services
5. Establish the Foundation for a BPM CoE
TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITYSURVEY QUESTION 3
In your view, what is the most important capability a BPM platform should have to deliver digital process efficiency and automation improvement?
a. Comprehensive functionality
b. Flexible deployment
c. Simple interfaces and ease of use for all
d. Native mobility
© 2016 BIZAGI AND GENERALI | BIZAGI USAGE IN LIFE INSURANCE
1. 2. 3. 4. 5. 6.7.
Who is Generali?
What was the primary business need for a BPM solution?
Key challenges in implementing a BPM solution?
What were Generali looking for in a BPM solution? Why Bizagi?
What was the business impact of Bizagi?
Future Projects Focus
Key Learnings to date
Bizagi at Work – The Generali Story
© 2016 BIZAGI AND GENERALI | BIZAGI USAGE IN LIFE INSURANCE
Why BPM?Who is Generali? Generali and Ceska Pojistovna provides both
individual life and non-life insurance, and insurance for small, medium and large clients in the industrial, agricultural and business risks.
The company has more than 3,900 employees and 5,600 sales representatives in more than 4,500 sales branches.
Manages nearly eight million insurance contracts and its market share in the market reached 23.9 percent.
© 2016 BIZAGI AND GENERALI | BIZAGI USAGE IN LIFE INSURANCE
Driven by customer expectations: Transparency Flexibility Control Multi-channel
What was the business need for a BPM Solution?
© 2016 BIZAGI AND GENERALI | BIZAGI USAGE IN LIFE INSURANCE
What were the most important goals?• Speed up the process of policy binding
and make it transparent to our business partners
• Offer to our business partners paperless process of policy binding including e-signature
• Cover complete process of policy binding including medical a risk client evaluation
• Enable users parallel processing during the policy binding
© 2016 BIZAGI AND GENERALI | BIZAGI USAGE IN LIFE INSURANCE
What were the main business challenges that a BPM solution needed to address?
Process of policy binding contains a lot of different process / departments
Back-office uses different systems with limited workflow ability
Enable users to assign multiple cases according different criteria with a single click
© 2016 BIZAGI AND GENERALI | BIZAGI USAGE IN LIFE INSURANCE
What were you looking for in a BPM solution? Single customizable workflow
Easy to integrate Measure the SLA per user In-house development Optimize existing processes
© 2016 BIZAGI AND GENERALI | BIZAGI USAGE IN LIFE INSURANCE
Why did you choose Bizagi?
BPM Modeller provided for free Fast implementation, supports multi-language Fast migration to TEST/Production environments Building the application completely in-house Technical support from Bizagi
© 2016 BIZAGI AND GENERALI | BIZAGI USAGE IN LIFE INSURANCE
What was the impact of Bizagi BPM? Real time reports and SLA per user, department, etc.
Daily we process 400 policies Over 600 various documents from DMS
Average core process duration: 4 days and 61 minutes Strong integration with our DMS Printing & emailing solution Automatic Payment processing with Policy Management System Automatic Policy creation in policy management system
© 2016 BIZAGI AND GENERALI | BIZAGI USAGE IN LIFE INSURANCE
Future Projects? Policy Cancellation and MTA processes
Those processes will enable our customers to transparently and fast process the change or cancellation of the policy
TBD: Q2 2016
Compliance Processes Project will cover customer or internal complaints and provide the customer clear
result of how the complaint was solved TBD: Q3 2016
© 2016 BIZAGI AND GENERALI | BIZAGI USAGE IN LIFE INSURANCE
What did you learn so far?Start with process that is working and grow fast!
Include business people in development on a regular basis
Use Agile Methodology (SCRUM, etc.)
Deliver the first version of the process ASAP
Deliver the changes to the business people every week
DO NOT go for the big bang. Rather plan a series of small controlled deployments
5 Top Strategies for Digital Process Agility
Select a best-fit process management/automation solution Start small, but think big. Your digital process endeavour is an initiative Ensure continuous innovation Combine flexibility and simplification Set the foundation for a BPM Center of Excellence (COE)
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For more information Visit www.bizagi.com or email [email protected]
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BIZAGI COPYRIGHT © 20156 | #BIZAGILIVE
John Webster | E-mail: [email protected] Jorge García | E-mail: [email protected] Jan Marek | E-mail: [email protected]
Thank you