Clearly explain the value proposition and strategic value of Business Process Management to top management. Make a successful business case for BPM implementation to automate department and company wide processes.

1. Communications Skills for
Process Professionals:
8 key business cases
Mac McConnell, VP Product Marketing
©2013 Bonitasoft

2. Process professionals can (and should)
advocate for BPM
• BPM implementation often begins and grows locally
• The middle and lower rungs of an organization quickly see
direct benefit, and process owners and users are often the
ones pushing the BPM agenda
• But wide-spread adoption needs the buy-in of top
management
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3. Audience Poll 1 – Who is trying to sell
process improvement internally?
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4. How to talk to the C-Suite about BPM?
• By directly addressing the issues
that top managers are concerned with
• We will help you address 8 of them
over the next 30 minutes.
©2013 Bonitasoft 4

5. Show how BPM offers strategic value
“It’s not about you.”
• Your processes can be automated
and your people can be more productive,
but what does that mean to the corporate strategy?
“It’s about the business”
• BPM can be applied throughout the company
to improve corporate governance,
company sustainability, and the bottom line through
improvement of operational performance
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6. Use BPM to improve…
• Company-wide efficiency
• Corporate governance
• Operational excellence
• Customer experience
• Agility
• Risk management
• Collaboration and
employee motivation
• ROI
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7. Case 1 BPM offers company-wide efficiency
7
BPM can show
how the
entire company
operates
Clear visibility of
operating processes
means top
management
can make key
decisions
faster and
with better
information

8. Case 2
BPM offers better governance
through measurement
8

9. • Apply BPM methodology to any organization or process
• iterative process of continuously planning, doing, measuring,
learning and improving
• Implement a BPMS as a tool
– monitor efficiency
– report improvements with actual measurements
• Business processes and existing ERP, CRM, and other
systems can be linked through BPM
– end-to-end traceability and continuity
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10. Case 3 BPM leads to
operational excellence
10
• When an organization is achieving good results,
use BPM to capture how
• Replicate successful processes elsewhere
• Quickly identify bottlenecks, understand causes and apply fixes
• As process after process improves, the company improves
efficiency. Often this leads to cost savings
• Adapt successful process to local needs

11. Case 4 BPM improves
customer service
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• Capture customer feedback from multiple
channels and use it for improvement
• Increased consistency of service leads to
higher customer satisfaction, and more
sales
• Setting and managing customer
expectations is easier when you know what
has happened (and what will happen)

12. Audience Poll 2 – What are the
arguments against process projects?
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13. Case 5
BPM enables agility
13
Anticipate changes
and act before competitors
With clear, robust and efficient
processes, your company is better
prepared to tackle market challenges

14. Case 6 BPM reduces risk
BPM formalizes processes
and ensures traceability to show compliance
with standards and regulations
Formal processes reduce the risk
that an employee might miss audit-critical steps
More difficult to bypass validations and controls
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15. Case 7
BPM improves
collaboration
and employee
motivation
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16. • Involving all process stakeholders helps employees better
understand business goals and strategies
• Business and IT work with the same tools
• BPM leverages communication tools: social, email, and more
• Mobile processes enable people to work together
from anywhere
• Involvement and engagement boost employee
motivation, a critical factor in retaining top talent
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17. Case 8 BPM shows clear ROI
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BPM doesn’t need
a large
up-front
investment
to show
results
Identify data
needed to measure
productivity and cost savings
and build them into BPM processes
Monitor processes
and report improvements clearly
with actual measurements

18. What’s important to your top management?
• Company-wide efficiency
• Corporate governance
• Operational excellence
• Customer service
• Agility
• Risk management
• Collaboration and
employee motivation
• ROI
©2013 Bonitasoft 18

19. with BPM,
the entire company gets
a well-oiled operational machine
more satisfied customers
more motivated and productive employees
©2013 Bonitasoft 19

20. When speaking to the C-suite about BPM…
• Speak to their strategic priorities
– How does BPM implementation support key
strategic goals?
– How does your specific BPM implementation
support one or more of those goals?
• Offer objective measures.
Show how BPM will
– monitor both efficiency and KPIs
– report improvements with measurements
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21. Parts of a BPMS that make executives
comfortable that you are on the right path
Show and Tell
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22. Easy Explanation = Process Diagrams
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23. Easy Understanding of Next Steps = Portal
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24. How Many = Measuring Department Workload
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25. How Long = Measuring Process Efficiency
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26. Who = Looking for Bottlenecks
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27. More information
• Download Speaking to the C-Suite About BPM,
by Ruth Cernes Fagebaum, VP Sales and Alliances, Bonitasoft
• The Bonitasoft blog: Selling BPM to Executive Management
• On BPM Leader:
– Selling BPM Projects “from the bottom up” Part 1 and Part 2
• On the Process Excellence Network:
– When does BPM become a C-level Concern?
– 4 Lessons from a Salesman on Selling BPM
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28. ©2013 Bonitasoft 28
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