Insights success the 10 best performing bpm solution providers sept 2017

A Leading Provider
of BPM, Workﬂow &
Rule Technology
September 2017
www.insightssuccess.com
Editor’s Opinion
BPM Implementation -
Opening the
Door of Efciency
in Business Processes
Editor’s Opinion
BPM Implementation -
Opening the
Door of Efciency
Executive Talk
DANA REINER
Senior Director of Business
Development and Delivery
at Rulesware

Editorial
ver the last ten years, technology has been the biggest tool of change,
Owhich doesn’t seem to slow down a bit. The software that was very
important yesterday might seem old school in front of the software
available nowadays. In recent years Business Process Management(BPM) tools
have started to offer a lot more simplicity, and features than ever before.
With more simplified UI and features, many more businesses are recognizing
the importance of BPM. Thanks to the promise of getting rid of bottlenecks,
reducing expenses, and improving efficiency that is hard to ignore.
Additionally, businesses that are already using some form of BPM software are
eventually expanding their usage across the board which is resulting in a better
integration.
One of BPM’s key aspect is the ability to monitor different processes through
analytics, and for any of the organization being able to analyze and optimize
processes on the go is quite hard to pass on. It’s a type of feature that is
available on few software for quite some time now, but thanks to much
improved and accessible technology, the ability to track and monitor in real
time has gone up by few folds, which eventually helps to spot problems much
earlier even before they leave any negative impact. With the more and more
recruitment of staffs who rarely visits an office, it is extremely difficult for
organizations to collaborate, and ensuring that every employee knows their to-
do list and responsibilities. Here BPM rescues by helping to improve
workflows with the easier collaboration that is possible through shared
software tools.
So, over the years BPM works for the benefit of both employees and the
employers and with each passing day, it is becoming more and more agile and
responsive enough to deliver the data in real time in a way that can be easily
analyzed and acted upon. The BPM technology is there now to offer the data in
real time and organizations should adapt to the ever-changing landscape and
customer demand, as there’s no excuse not to use BPM to achieve the best
results possible.
BPM:
Running
Businesses Efciently
Since Inception
Kaustav Roy

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MukherjeeSourav

Decisions:
A Leading Provider
of BPM, Workow &
Rule Technology
COVER STORY
CON S
THOUGHT LEADERSHIP
Why Business
Transformation
Projects Fail And
How To Fix Them
Companies amid
the Digital
Transformation Storm
08
1226
ARTICLE
EDITOR’S OPINION
BPM Implementation - Opening the
Door of Efciency in Business Processes
18 EDITOR’S PICK
Vitality of R&D in an
Organization's Growth
30
Executive
Talk

BPM-D:
The Innovative and Reliable
Business Partner
Comindware:
Helping Organizations to
Perform Better
Pericent Technologies:
Simplifying Business Experience
with Enterprise Solutions
PerfectForms:
Enabling Businesses to Build
Custom BPM Solutions without Coding
20 22
24 32
Trisotech:
Leading the Way in
Digital Transformation
34

ith the goal of reducing human error, miscommunication, and focus stakeholders on the requirements of
Wtheir roles BPM came into existence. BPM is a subcategory of infrastructure management, which is an
administrative area that completely focuses on maintaining and optimizing an organization’s equipment
and core operations.
Nowadays BPM is often a point of connection within an organization between the line-of-business and the IT
department. Two languages named Business Process Execution Language and Business Process Management Notation
were created in order to facilitate communication between both the departments. To felicitate easy learning both the
languages are quite easy to learn, additionally, both the languages adhere to the basic programming, so processes
designed in any of these languages are easy for the developers to translate into a hard code.
So, with the same enthusiasm we have shortlisted “The 10 Best Performing Business Process Management Solution
Providers 2017”, where we are highlighting companies who are bringing revolution in the world of technology.
Our cover story, Decisions is the largest provider of BPM, Workflow and Rule Technology headquartered in
Chesapeake, Virginia.
It is always fascinating to know the story of every company that we have listed: Comindware Inc.: It is a fast-growing,
global enterprise software company delivering innovative Business Operations Management solutions enabling
performance and efficiency optimization, PerfectForms: The organization is a flexible online form building
application that also encompasses workflow and business process management (BPM) capabilities, Pericent
Technologies: A next generation enterprise software platform simplifying its customer’s business experience,
Trisotech: A global leader in digital enterprise solutions, offering innovative and easy-to-use software tools that allow
customers to discover, model, analyze and find insights into strategy, decision making and operational processes in
their digital enterprise, BPM-D: it helps organizations to focus on what really matters, improve in the right context, and
sustain the progress to deliver real benefits. Also, while flipping the pages of the magazine don’t forget to go through
Rulesware: The organization helps leading organizations achieve business transformation. We do it by developing and
implementing strategic Pega applications that optimize business systems & processes under the Executive Talk
section, Companies amid the Digital Transformation Storm by Prof. Dr. Marco Mevius, Chairman of the Board
and Founder bamerao AG, and Florian Kurz, CEO and Partner bamerao AG under the section of Thought
Leadership, and BPM Implementation: Opening the Door of Efficiency in Business Processes under the section of
Editor’s Opinion.
BPM: Reducing Human Error and
Miscommunication to a Great Extent

Cover Story
Carl Hewitt
Co-founder, CEO
& Chief Architect
Carl Hewitt
Co-founder, CEO
& Chief Architect

A Leading Provider of BPM,
Workﬂow & Rule Technology
“We have a feature rich platform that can handle
nearly all use cases without any code”

Having spent most of his career in enabling
enterprises to change rules and change business
logic faster, and more reliable, hadCarl Hewitt
an inherent passion for process automation. He had
previously started two successful software companies, but
his passion for transforming businesses was calling him to
do more in the process automation landscape. He thus,
joined hands with the core team he had worked with for a
decade, and set the foundation of . Built on overDecisions
a decade of trying to find ways to make business logic
something a business user can configure, Decisions was
named after its core value; to put automated decision-
making power in the hands of decision-makers.
Headquartered in Chesapeake, Virginia, Decisions is now a
leading business process automation platform, equal parts
workflow and business rules engine. Its unique
combination and integration of these two functions,
combined with a no-code graphical design environment
empowers business analysts to create, edit and maintain
workflows and business rules. Unlike other BPM vendors
who tend to live at the extremes of either simplicity or
capability, Decisions has found success with a balanced
approach among these principles. Its platform can be
configured to meet true business users with specific
business logic in a software application that they need to
own and change, while also maintaining enterprise level
capability for power users to create anything using its drag
and drop designers that a developer could write using code.
Being a product centric company, Decisions puts its
product at first, second and third priority. While many of
its competitors have a larger marketing and sales focus,
Decisions has put its resources into developing its product
furthermore. It has a feature rich platform that can handle
nearly all use cases without any code.
Combining a Comprehensive Set of Capabilities with a
Consistent Design Paradigm
The key challenge today is managing complexity in a
digital world. Automation platforms and business rule
engines that are very simple and allow people to get started
really quickly are often very constrained and lack the
ability to solve real business problems, while truly capable
platforms are often too complex for business users to learn
and adopt. Decisions combine a comprehensive set of
capabilities with a consistent design paradigm. It helps
organizations in their digital transformation. More and
more data is being collected in more and more places, be
that different systems of record, IOT data, or social media
platforms. Decisions connects this data with business rules
and workflow to enable business people to rapidly design
and maintain their business processes in a no-code design
environment.
Since its formation, Decisions has focused on two major
factors; engaging the right people with ownership over
certain business logic and focusing on the right outcomes.
Engaging the Right People with Ownership over Certain
Business Logic
This is a key tenant of why BPM exists, and while the
industry is not necessarily young, Carl doesn’t think this
problem has been fully addressed today. This is due in
large part to how quickly businesses evolve in both their
need for more data and the skill sets and expectations of
their employee, partner, and customer base.
“This is one of the most common reasons why we see many
of our customers running away from COTS (commercial
off the shelf) solutions and towards Decisions; you can
adapt Decisions to fit your business process exactly instead
of adapting your business process to fit the tool that you
purchased,” Carl affirms.
Focusing on the Right Outcomes
Carl believes one of the most interesting parts of
Decisions’ journey is how they started with an OEM first
go-to-market approach, where they would find and work
with partners who wanted to add this BPM level of
configurable capability to their product(s). “A common
thread that we’ve seen working with other software
companies in this effort is how workflow can have so many
different definitions and connotations. We’ve seen this in
our direct sales business as well, where organizations get
so caught up in what they could track or automate that
they start to focus on having a “process for every process”
instead of what the business outcomes should be. If you
ever join us for a demo you’ll likely hear us repeat several
times that workflow, and ultimately Decisions is about
getting work done,” he adds.
A Trailblazer Passionate about Process Automation
Carl Hewitt CEO and Chief Architect, the of Decisions
leads the company from its very front. He has been doing
business programming as an independent computer
consultant since 1987. Decisions is the third venture of the
founders. The first company, OOP.com, was founded in the
1990’s and sold in 2001 just prior to the .com bust. The
second company, Transparent Logic was founded soon
thereafter and sold to Symantec in 2008. Decisions was
“We are a company of
process loving nerds”
Cover Story

founded in 2010 and with the current release 4.0 of
Decisions, the founders will admit that they have finally
built the product that they envisioned back in the 1990’s.
Besides, Carl has served as Director of Research and
Development of Professional Support Inc. from 1997 to
1998 and was responsible for developing, evaluating and
selecting new technologies to build a state of the art Java
based distributed healthcare system. At PSI, he developed
an application framework (Java Business Object Toolkit --
JBOT ). Carl served as the System Architect of Christian
Broadcasting Network from 1995 to 1997 and was
responsible for project leadership and development of a
client server application framework.
Focused on the Customer and not the Competition
From its inception, Decisions has focused on the customer
and not the competition. “We don’t regularly watch our
competition but rather react on the feedback from our
customers and our understanding of the needs of the BPM
market. With that said, when we go head-to-head against
other BPM vendors our success rate is high. Along with
our feature/price advantage, we encourage all our
prospective customers to take part in a “free” proof-of-
concept (POC). When conducting this POC we dig into our
client’s work processes and build out an important area,
free of charge, to show them how the Decisions platform
can solve their specific problem. In this way, clients can
gain trust that our solution can truly deliver results,” Carl
explains.
Typically, Decisions gets involved in an initial project that
will soon expand to cover other aspects of its business. It
may begin with one particular problem area but soon gets
involved solving additional process automation tasks.
Apart from that, Decisions has a very high customer
retention rate and along with periodic status meetings,
regular webinars (usually 2 per month) and free training
events (4X per year) are conducted regularly keeping the
team connected with its customer base.
High Responsiveness and Unparalleled Support
Decisions’ customers rate the company extremely high on
its responsiveness and support, which it measures and
tracks religiously. “We have a large team of US based
support personnel (25+) that regularly answer customer
support calls and questions. We are there to answer
specific questions as well as to provide advice and best
practices. This open conversation culture that we create
with our customers puts us in a position to rapidly evolve
our offering, especially with how closely our R&D team
works with our support team to escalate not only bug
related issues, but commonly asked questions and feature
requests,” Carl says.
Success = Knowledge, Passion and Exceeding Customer
Requirements
Being a successful entrepreneur, Carl believes there are
three main ingredients for entrepreneurial success. The first
among them is to have domain knowledge and skills in the
area you are working. “That almost goes without saying,
but we believe that a successful technology company
should have strong technical capabilities. The Decisions
platform is ideal for startups as the learning curve is low
and we have a large number of clients who have built their
entire application on our platform,” he later adds.
The second ingredient Carl believes is a passion for the
work you are doing. Running a start-up is tough and you
will certainly run into your fair share of tough times. When
those time times come you need the passion to sustain you
through the rough patches.
According to him, the third ingredient is to make
something that customers will pay for. This sounds obvious
but there need to be willing customers who will pay for
your services. With these three ingredients you would have
a high chance of success.
Future of Endless Solutions
Decisions has been a company of process loving nerds, due
to which it will continue to adapt to new technologies
making its application more portable, able to leverage low
cost on demand cloud infrastructure for more dynamic
processes, and improve collaboration tools that allow the
citizen developers to work together more seamlessly.
“We also have a lot of plans to raise the awareness of the
value of process automation to the executive level of the
organization by more robust and visual dashboarding that
is automatically tied to key performance indicators. This
kind of capability has the added benefit of allowing us to
make a rule engine and a workflow engine that can analyze
transactions, learning from them and making your
organization a smarter organization,” Carl concludes.
“Our technology is deployed as the
basis of multiple commercial
applications in medical, nance,
logistics and operations software”

he term “business transformation” (BT) may be a
Tbuzzword now, but BT is a longstanding
practice—and has been the focal point of my 25-
year career in technology.
BT has evolved from other names like Business Process
Reengineering and Digital Transformation. New practices
have sprouted up over time to support it, too, including
customer experience management, lean process
management, continuous improvement and business
process management.
From my perspective, however, the definition is simple:
business transformation describes the adjustments that an
organization makes to People, Process and Technology in
order to address changing market conditions or,
occasionally, to proactively reinvent a company or function.
Market conditions are constantly in flux and can change as
a result of technology shifts, new regulations, competitive
pressures, business priority changes, changes to product
offerings or evolving customer engagement expectations.
The cause of the change generally dictates whether BT
should occur at a business line or process level or if it
should transform the entire organization.
Regardless of the cause prompting the change, I’d caution
you against thinking of BT as a goal unto itself. Keep in
mind that it should be the process that underpins support for
a well-defined strategy and it is only successful when
People, Process and Technology are aligned with that
strategy.
People, Process Then Technology
When I talk about People, Process then Technology, I do
emphasize the order of those elements. Your first step is
always to get the right people in the right roles. The next
priority is to understand your current processes and to
determine how those processes should evolve. Last is
technology. As a technologist, I am obviously passionate
about the role that technology plays in BT. And I do think it
is extremely important to select the right technology.
However, I find that BT initiatives often fail for reasons
which have nothing to do with technology. I’ll discuss
People, Process and Technology in further detail below.
People
It’s All About Alignment
Lack of alignment is the single greatest cause for the failure
of BT initiatives. Alignment among stakeholders, alignment
between the business and IT, alignment of the program and
business case with the corporate strategy and priorities—all
of these elements are critical to success.
The most effective BT firms have a strong focus on
governance and alignment, and their project leaders are true
consultants. They work with the client to define a solution
vision which lays out the scope, ensuring that it is mapped
EXECUTIVE TALK
Setting Business
Transformation
Initiatives Up
for Success
| SEPTEMBER 201712

to the client’s business strategy and priorities. They also
extract the right requirements to support that vision, rather
than asking the client what they want or telling them what
they should do because it fits their model of doing business.
In most cases, BT firms will use additional resources on-,
near- or off-shore to support projects. While organizations
tend to think of location of resources as tied most closely
with cost, location has a much more pervasive impact on
alignment. For example, if business analysts, developers,
testers, PMO, etc. are all completely aligned, there is more
efficiency, higher quality and less rework. By having
development and testing in the same time zone as the rest of
the program, teams can effectively communicate and
collaborate for better results.
Voice of the Customer (VOC) Is Critical
It is critical to enroll the customer in the BT process. If the
initiative is in direct support of a customer engagement,
then focus group and direct client feedback is essential. If it
is an internally-focused initiative you’re working with,
business participation is essential. Often, the time of key
business stakeholders is hard to come by. However, they
will lose more time addressing sub-par transformation
results than they will if they commit to being active
participants in the process. Try to have direct business
involvement, rather than proxies or intermediary groups. If
100% participation in the projects isn’t possible, at least
have very frequent checkpoints.
It Isn’t About Good Requirements, It’s About the Right
Requirements
Good consultants will not just gather requirements. They
will strive to understand the business objectives and work
with the client to extract the right requirements for that
phase of the project, and will ensure that the scope is
appropriate from a technology perspective. A consultant’s
skill in this area is paramount. A missed requirement costs
orders of magnitude more to correct after you are in
production and can affect not only the cost of development
and testing, but also time to market and user adoption.
More than an Afterthought: Culture, Adoption and
Communication
I always recommend having wins for three levels of
constituents within each iteration of a BT program. Those
three groups include: the end-users, business management
and the executive team. Change is challenging for
everyone, even when it is positive change. Having
improvements at each constituent level that map well to the
About the Author
Dana Reiner is the Senior Director of
Business Development and Delivery at
Rulesware (www.rulesware.com), a
Business Transformation consulting rm
that focuses exclusively on the gold
standard of Business Transformation and
BPM technology, Pega.
In his 25-year career, Dana has worked
with and for some of the most
distinguished names on both sides of the
transformation equation — on the
software side and on the consulting side.
His diverse experience comes from a
variety of industries and spans in size from
small to mid-size up to some of the largest
global organizations.
DANA REINER
at Rulesware
SEPTEMBER 2017 | 13

corporate priorities will ensure alignment with the corporate
culture and ultimately accelerate adoption. Creating a
communication plan at the inception of the project with
defined touch points throughout—and, of course, executing
that plan well—keeps everyone enrolled in the process and
focused on tie-ins to the overall strategy. It is absolutely
clear that setting proper expectations with the user
community, senior executives and stakeholders has a
significant impact on program success.
Process
Where There’s Smoke, There’s Fire
BT solutions shouldn’t chase symptoms, but rather should
address root causes. Breakdowns in an organization’s
processes can be great divining rods that uncover root
causes, and when those causes are addressed with a
comprehensive BT strategy, the symptoms are corrected as
part of the process.
Embrace a Methodology, Don’t Create One
When it comes to software delivery lifecycle (SDLC), there
are several methodologies which can be successful. While I
am personally a fan of Agile/scrum, I recognize that
programs can be very productive leveraging other
methodologies, such as Waterfall. The important thing to
remember here is to select a methodology that’s proven and
fits your program and goals well, and then to adhere to the
chosen methodology. Don’t try to invent your own
methodology because it is challenging to implement the
required organizational and cultural change.
Proper Governance
Ensure that you have the proper governance in place to
manage and oversee the project based on the methodology
you choose. Use tools that provide transparency and
management of the process. Most importantly, embrace and
learn those tools yourself. Don’t expect to have a project
“done to you” and achieve the goals you desire.
Leveraging consultants and partners is fine, but ensure that
they are enabling your organization to allow your people to
manage the program and learn from those consultants.
And Now…Technology
There are specific characteristics of technologies that are
imperative to a successful transformation project. Most
important is flexibility. Since BT is a journey rather than an
event, and because it is often impossible to anticipate future
needs, your technology must be flexible. It is better to
iterate and evolve than to rip and replace.
Next, in terms of imperative technology characteristics, are
scalability and power. The future is hard to predict, and the
last thing you want is to successfully launch a new
capability, have it be wildly successful and then find out
you can’t scale to meet your maximum demand. While
overbuying may not make sense, being able to add capacity,
computing power, users, and so on, is important.
One final note on your core transformation technology:
embrace it. Enable your people. You don’t have to do all
of the work yourself, but do ensure that your people truly
understand the technology and have effective tools in place
to govern and manage the deployment and maintenance.
This may take time. So, when you bring in those
consultants to help, make it clear they are doing it “with
you” and not “to you.” Send your people to training before
the program begins and have them work with your selected
partner through the whole process. Allocate extra time and
budget for your people to become enabled. Adding your
people to the consultant’s team won’t speed things up, it
will slow them down. Plan for that. Have them educate and
guide you to the right conclusions and understand why they
were the right conclusions.
About Rulesware
Rulesware helps leading organizations achieve business
transformation. The firm does it by developing and
implementing strategic BPM and business transformation
applications that optimize business systems & processes.
And they do it right the first time. Rulesware’s near-shore
engineers operate as remote employees. Having a near-
shore delivery team has been transformational for
Rulesware, and for their clients. Unlike many other BPM
consultancies, they do not outsource work to India or
China. Instead Rulesware has full-time employees at their
near-shore offices in El Salvador and Mexico (both in the
Central time zone), working hand-in-hand with the clients.
The company works with the clients across diverse
industries, each with their own unique business issues. Its
exclusive focus on Business Transformation gives the
clients confidence that they will receive the very best
thought leadership as they increase organizational
effectiveness and customer satisfaction. They are fiercely
proud of their extensive and exceptional track record of
delivering results-producing BPM projects on-time and on-
budget. Rulesware is prouder still of the truly
transformative results they’ve helped their clients achieve.
| SEPTEMBER 201714

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Management BriefCompany Name
AINS
ains.com
Mohinder Goswami
Founder, President & CEO
AINS provides comprehensive Information Technology (IT) services to federal, state
and local governments, educational systems, health institutions, and commercial
customers. By offering a single point of service for designing, installing,
implementing, and supporting Commercial-Off-The-Shelf (COTS) and custom
solutions, AINS is able to help our customers make best use of technology in support
of their business.
BPM-D
bpm-d.com
Dr. Mathias Krichmer
Managing Director & Co-founder,
Peter Franz
Managing Director & Co-founder
BPM-D helps organizations to focus on what really matters,
improve in the right context, and sustain the progress to deliver
real benefits
Comindware Inc.
comindware.com
Max Tsypliaev
Decisions
decisions.com
Carl Hewitt
Co-founder, CEO &
Chief Architect
Decisions is a leading provider of BPM, Workflow and Rule
Technology headquartered in Chesapeake, Virginia.
PerfectForms
perfectforms.com
Paula Selvidge
CEO
PerfectForms is a flexible online form building application that
also encompasses workflow and business process management
(BPM) capabilities.
Pericent Technologies
pericent.com
Sanjay Sharma
CEO
Pericent Technologies is a next generation enterprise software
platform simplifying its customer’s business experience.
Rulesware
rulesware.com
Dana Reiner
Rulesware helps leading organizations achieve business
transformation. We do it by developing and implementing
strategic Pega applications that optimize business systems &
processes.
Signavio
signavio.com
Dr. Gero Decker
CEO
Trisotech
trisotech.com
Denis Gagne
Founder
Trisotech is a global leader in digital enterprise solutions, offering
innovative and easy-to-use software tools that allow customers to
discover, model, analyze and find insights into strategy, decision
making and operational processes in their digital enterprise.
Comindware® is a fast-growing, global enterprise software
company delivering innovative Business Operations
Management solutions enabling performance and efficiency
optimization.
Signavio was born out of an obvious need for a more collaborative and
accessible approach to process management. Four students at the Hasso Plattner
Institute in Potsdam, Germany saw that process management was either non
existent or completely unmanageable for many companies—there was no way
to share knowledge between employees or departments.
Newgen software
newgensoft.com
Diwakar Nigam
Chairman &
Managing Director
Newgen Software, is a provider of Business Process Management (BPM),
Enterprise Content Management (ECM), Customer Communication
Management (CCM) and Case Management solutions with large, mission-
critical solutions deployed at world’s leading Banks, Insurance firms, Healthcare
Organizations, Governments, BPO’s & Telecom Companies.

ike most technologies, the evolution of Business Process Management (BPM) has been meteoric in the last few years.
LThere have been great improvements within the industry, and initial adopters have come a long way on this journey to
experience these monumental advancements. To attain or maintain success in this competitive business world, it is
highly imperative that businesses consistently and continuously improve their processes. Processes play a vital role in helping
companies of all sizes, to achieve their business goals and strategies.
BPM is a powerful tool for businesses to keep all aspects of their operations running in optimum condition. It is a ginormous
concept that incorporates analysis of business processes, automation, optimization, workflow designs, and business strategy.
BPM and its supporting technologies (BPMS) involves a management approach and procedure leveraged to address strategic
business complexities by permitting businesses to grow or operate in an economical manner with desired visibility, flexibility
and speed. This approach enables benefits across numerous business facets. For a successful BPM implementation, it’s
essential for companies to understand and devise an effective plan beforehand.
Key Elements to Consider for Successful Implementation of BPM
Understanding the Goals Beforehand
It is essential for businesses to ask themselves the purpose behind their implementation of BPM. The questions that need to
be asked should include:
Ÿ What are the processes that have been focused on?
Ÿ What changes need to be made to improve the process?
Ÿ What should come out of that process?
Grabbing hold of these set of answers builds confidence, courage, and understanding, which helps businesses to implement
BPM programs successfully.
Choosing a Suitable BPM Software
Just like a third person, who cannot determine and provide an opinion on what sort of car one should drive, there are vast
number of individuals who are ready to force-feed their opinion regarding which BPM software one should use. Ultimately,
it’s the company and its team members who can and should determine the rightful BPM software solution that quenches their
need. A suitable software would be one that allows easy collaboration and communication, with a clear and precise workflow
definition in place. Additionally, it must also offer an enterprise with extensive customization options, as the processes are
unique for every organization.
Continuous observation and monitoring after implementation
One cannot step away from the scene after the culmination of BPM implementation. It is vital for organizations to understand
their standard of performance, to measure and compare progress or deterioration afterward. Observing, measuring, and fine-
tuning the process in a tactically manageable manner, makes the BPM program of an organization better and ready for
expansion to other processes.
Benefits of a Good Business Process Management
Enhancement of Efficiency
Implementation of a sound BPM program enhances the efficiency of business functioning tremendously. The common
Opening the Door of Efficiency
Implementation-
B MP
| SEPTEMBER 201718
EDITOR’S OPINION

challenge for many organizations has been an inefficient business process, which leads to an overall increase in wastage,
predominantly in time and money. BPM sheds a fresh light upon this by addressing the prevalent issues existing within the
business. Therefore, it aids in recognizing and eliminating inefficiencies and reduces lead time in terms of implementing and
enhancing business processes. Business processes that are accurately optimized for efficiency, reduce cost and save precious
time.
Provides Visibility and Transparency of Process
Another significant challenge that companies are facing nowadays is the inability to manage the process or task service levels
and to identify where process snags exist. BPM solutions provide businesses with process visibility and transparency. The
refined software programs of BPM enable process owners to keep track of performance and view business process
functioning in real-time. This allows disclosure of how processes are working without any need for an extensive labor or
monitoring techniques. Enhanced transparency allows management to modify or alter structures and processes efficiently
while keeping track of the outcomes.
Optimum Business Agility
The need for a company to be flexible and agile in today’s competitive world is of immense importance. Companies whose
processes are inflexible to keep pace with the ever-changing marketplace requirements, customer demands and competitive
trends, are most likely to get left behind. By offering the capability to modify processes in real-time, BPM provides
businesses with agility. This drastically reduces the process cycle time and elevates the customer support system, thereby
providing companies with a distinct advantage upon employing BPM solutions.
Like most worthwhile endeavors, BPM implementation requires hard work and effective planning to reap its huge benefits in
the long run. BPM fills the gap in process management and avoids the pitfalls of purchasing multi-technology solutions by
providing a variety of unparalleled solutions.
BPM
Defining and
Modeling
Test and
Deploy
Optimize
Execute and
Monitor
SEPTEMBER 2017 | 19

Applying BPM discipline is
of vital importance and
there is no denying in that.
However, it also demands
innovative approach and business
partner who will take care of the
process for you. One such
innovative and reliable business
partner is BPM-D that helps
organizations to increase
performance and productivity
through cross functional business
and information technology
initiatives faster, but at minimal
risk. The organization is an expert in
establishing and applying a BPM
discipline providing better value
through systematic strategy execution
in a digital world. With years of
experience in the world of BPM, the
organization was set up. All the
offerings of the company are based on
the BPM-D Framework which
eventually increases value through
BPM, and speeds up various initiatives
and reduces risk. The offerings support
a completely focused and dynamic
approach to process management and
improvement.
Pillars of the Organization
At the end of 2013, BPM-D was co-
founded by Dr. Mathias Krichmer,
Managing Director and Peter Franz,
Managing Director.
Before the foundation of BPM-D,
Mathias was with Accenture for seven
years, where he led the global
business process lifecycle
management team as the Managing
Director. Before Accenture, he
served as a CEO of the Americas
and Japan in a mid-sized consulting
and software company named IDS
Scheer for seventeen years. He
specializes in digital business
transformations and the set-up of
process management organizations.
Additionally, he has been teaching
at the University of Pennsylvania
for more than eighteen years and
has published as much as eleven
books. Other than that, he is a visiting
professor at the Business School of
Widener University and the
Universidad of Chile. Back in 1984, he
received a research and fellowship
from the Japan Society for the
Promotion of Science. He holds a
Ph.D. in Information Systems from
Saarbrucken University, a master’s in
Business Administration and Computer
Science from Karlsruhe University, as
well as Master’s in Economics from
Paris-IX-Dauphine University.
BPM-D:The Innovative and Reliable
Business Partner
Dr. Mathias Krichmer
Managing Director
& Co-founder
Peter Franz
Managing Director
& Co-founder
| SEPTEMBER 201720

The other co-founder, Peter is based out of London and has
been working at the forefront of Business Process
Management for quite a long time, as a part of a thirty years
career with Accenture. Since the foundation of BPM-D, he
has continued to assist a number of companies in strategic
execution and in order to establish BPM discipline. Peter
has a deep understanding when it comes to the application
of Business Process Management discipline to drive real
business results. He is also an author of a book, on this
subject and has developed related executive-level courses
that can be adapted to various audiences. Peter holds a
Master’s Degree in Information Systems and a Bachelor’s
Degree in Computer Science from the University of
Witwatersrand in South Africa and is a Certified Business
Process Management Professional.
Tackling Rough Patches
BPM-D believes that there’s still a lot of confusion
revolving around the BPM industry and many of the
organizations don’t have the idea regarding what BPM
really is. So, many organizations are finding it very difficult
to recognize the perfect timing and need of implementing
BPM solutions. However, due to more and more a
consensus in practice as well as in academia that BPM is a
key catalyst to move strategy into people and technology-
based execution at pace with certainty, which eventually
helps to create an integrated and consistent view on all
BPM related services and software products.
BPM-D positions itself as a key enabler when it comes to
strategy-execution in the digital world, helping various
organizations to establish and apply the discipline needed to
improve efficiency quickly, enhance the client experience,
standardize processes and get a full value from process-
related technologies. Having been in the industry for only
three years, BPM-D has already worked with more than
forty small-, medium-, and large-sized businesses as well as
provided training to over 400 executives in the company’s
value-driven process management approach.
Creating Superior Value and Tackling Rivals
BPM-D believes that process management is a way to
create better value by working across different departments
and aligning business & technology. So, BPM-D can help
companies to realize the full value of digital initiatives, like
robotic process automation, but can also help to reduce
costs, cycle times, or increasing customer experiences in a
traditional setting. BPM-D is the expert in establishing and
applying the disciple of BPM, providing better value
through systematic strategy execution in a digital world.
All the BPM-D offerings are based on the patent-pending
BPM-D Framework. The offerings support a focused and
dynamic approach. The framework speeds up process
initiatives, minimizes risk and enables the development of
tools and methods to establish a BPM discipline in an
organization, which is fast and at minimal risk.
Presently, the organization integrates its different tools into
one cloud-based application for the management of a BPM-
Discipline. The patent-pending new framework, Innovation
potential through the close link to academia and deep,
relevant practice experience differs BPM-D from other
players in an ongoing race in the BPM space.
“Be a leader in enabling the journey
to the next generation enterprise
in a digital world”
SEPTEMBER 2017 | 21

With the goal of reducing
human error and
miscommunication and
focusing stakeholders on the
requirements of their roles, BPM is
the new fad in tech industry. Often,
BPM is the point of connection
between the line of business and the
IT department. Thus, took place the
foundation of Comindware – a fast
growing, global enterprise software
company – delivering innovative
Business Operations Management
solutions and low code workflow
management software that
empowers non-technical users to
design, automate, and modify their
processes, such as budget and contract
approvals, financial requests, HR
requests, etc. Comindware’s solutions
make easy for users to create and
operate with graphical workflow
builder, so they don’t have to deal with
IT to get things done.
Comindware is the first choice for
those clients who realize the waste and
risk related while using Excel and
Outlook for handling requests. The
company’s product, Comindware
Tracker is a web based tool that is well
suited for the workflow automation
needs. It supports social
communication within workflow tasks,
collects all the details like documents,
files and discussion threads per request,
and makes workflows both transparent
and effective. Comindware Tracker is
widely used across all industries,
departments, bringing transparency in
its clients’ businesses, such as Hertz,
Aetna, CVS Pharmacy, Anthem, and
other well-known US companies.
Mision & Vision
According to Comindware, in order
to succeed in the highly competitive
and interconnected global
environment, businesses need to
stay on top of their operational
efficiencies and deliver the best
possible experience to their
customers. With software proving to
be a key business enabler, today,
this calls for top to down rethinking
of enterprise digital strategy and
undertaking of a comprehensive digital
transformation. To enable this
transformation, Comindware provides
a Business Application Platform
comprised of next-generation OOB
components sharing a fully open and
scalable foundation and a complete set
of consulting and implementation
services. This, in turn, ensures a
comprehensive and digital-driven
approach to corporate performance
maximization.
Comindware:Helping Organizations to Perform Better
Max Tsypliaev
| SEPTEMBER 201722

When a Successful Entrepreneur Took the Charge
Max Tsypliaev is the Founder, President and CEO of
Comindware. Max has a combined experience of more than
fifteen years as a successful entrepreneur and business
executive of software companies. As the Co-founder of
Acronis and Parallels, Max helped both to become
multimillion dollar companies which eventually became
market leaders in backup/disaster recovery, storage
management, and automation solutions.
Back in 2010, Max was involved in the growth of several
successful businesses and had real-time insight into
challenges of his clients. He realized there was a huge gap
in how businesses were running those days. Max then
looked at the existing solutions that were available in the
market, however, he could not find any that would fit
perfectly. So, he created the Comindware team, which took
the initiative to build a platform for collaboration, and also
took a radically new approach at how data was being
managed to eventually come up with an innovative Elastic
Data technology. These two later became the main building
blocks for further product development.
Coping up with The Industry Challenges
According to Comindware’s clients’ feedback, the biggest
challenge in the BPM industry is digital transformation
speed. Businesses struggle to have process-based app
development in the hands of users who pay an obsessive
attention to actual business needs, which alter consistently.
The Comindware Tracker that was started as a platform of
collaboration merged social features with low-code app
development capabilities to address the challenge and make
it possible for non-technical users to create their own
business apps and get in the control of business processes.
Nowadays, BPM vendors are moving to enterprise
platforms that merge a vast range of capabilities and is
capable to deliver a single platform that can aggregate
resources, data and content, application and interface layers
support social collaboration and all work management
methods, and ensure that neither process, project or case is
isolated and would have been done alone.
Future Roadmap and Advise to Young Entrepreneurs
While working with more and more customers over the
years, Comindware has learned a lot about various business
challenges and needs of their clients, which has eventually
pushed the organization and its software into new
directions. Thanks to Comindware Tracker, businesses can
successfully start their digital transformation process, and
one-day demand classical BPMS and case management
(ACM) features. This prompted the company to decide
ondeveloping another product, which is now in its beta-
version stage. Once fully developed, this low-code platform
will support process, case, and project management and will
help businesses to manage all the needed data, resources,
and communications in a single cloud based system and
build business apps with minimum coding and upfront
investment in implementation, maintenance, and training.
According to the company, this product will be a wonderful
fuel for rapid digital transformation for many businesses.
Max believes while building a company, every young
entrepreneur must have the efficiency in mind while finding
the right people for the right roles. The company also
believes that commitment to a client’s success and both
collaborative and flexible approach to value delivery is the
key to business success.
“Change the way you manage
your business today!”
SEPTEMBER 2017 | 23

Business Process
Management (BPM) has
evolved from being the
purview of big enterprises with deep
pockets to being an essential
element of success among
businesses of all sizes, and in all
industries. Established in 2008 and
based in Carlsbad, California,
PerfectForms is a web-based
application development platform
that enables anyone to build custom
BPM applications without coding.
PerfectForms is designed so less
technical users can automate
business processes across all
departments, including HR, sales,
finance, IT, and others, resulting in
measurable efficiency gains and
smarter decision-making. Recognized
as one of the 10 best-performing BPM
solution providers for 2017,
PerfectForms has disrupted the
development of custom BPM
solutions, empowering customers to
create BPM applications that are
customized to their needs.
Exclusive Benefits of PerfectForms
Plenty of BPM solutions exist, so it
takes exceptional features to make one
choice stand out from the rest.
PerfectForms offers a web-based
development platform that enables
anyone to build online forms, BPM
applications and reports without
writing any code. The no code platform
reduces reliance on IT, supports rapid
application development, improves
scalability, supports data integration,
and offers a broad range of flexible
design options for the user interface.
PerfectForms empowers those
closest to the business challenges to
implement solutions directly,
without any programming
knowledge.
With BPM solutions built with
PerfectForms, you can:
Ÿ Reduce dependence on technical
resources
Ÿ Minimize development and
deployment time
Ÿ Easily modify and scale
solutions to meet changing
requirements
Ÿ Enforce workflow compliance
Ÿ Integrate with third party systems
and databases
Ÿ Improve process efficiency
Ÿ Reduce operational costs
BPM Industry Challenges
One of the biggest challenges in the
BPM industry continues to be having
strong executive sponsors or
champions to help drive changes
PerfectForms:Enabling Businesses to Build Custom
BPM Solutions without Coding
Paula Selvidge
CEO
| SEPTEMBER 201724

across an organization. Business processes can span
multiple departments, and a practical, supportive leader can
remove political obstacles, secure funding, and ensure
cooperation with resources across departments.
Additionally, the BPM industry focus is no longer solely
about internal efficiency. Today’s BPM also encompasses
external value creation. It is evolving to help drive strategy
execution and decision-making, especially regarding
reactions to market change. Implemented with skill, one
result is ensuring better customer experiences.
A Leader Who Leads from the Front
Paula Selvidge, PerfectForms CEO, has a Ph.D. in Human
Factors Psychology, with an emphasis in Human Computer
Interaction, and a Black Belt in Six Sigma. Her academic
research and career focus has been centered around
improving experiences for customers through user interface
design and process improvement efforts in software
development. A poorly designed user interface degrades
performance, increases errors and frustrates end-users, so
product usability and positive user experiences have been a
major focus with PerfectForms.
PerfectForms was founded specifically to address the pain
and inefficiency of relying on developers to translate
business process requirements into user interfaces and the
challenges of communicating the requirements effectively.
The cycles of rework to get it right can be so frustrating and
time consuming. PerfectForms enables anyone to build
BPM solutions without coding, which empowers the person
with the most knowledge of the requirements to implement
the solution. This approach reduces reliance on IT,
improves delivery speed and eliminates the need for
detailed documentation.
Continual Focus on Providing Excellent Customer
Service
One reason PerfectForms has been so successful is our
commitment to remain focused on meeting customers’
needs and striving to exceed their expectations. Great
customer service is a critical differentiator and can help
ensure brand loyalists and brand ambassadors. Positive
interactions at every point in the customer interaction, from
sales to account management to technical support, deepens
the connection with the customer and their brand loyalty.
Every company makes mistakes occasionally, but
customers are willing to overlook the occasional mistake, if
a strong foundation of trust and customer service has been
built.
The key to PerfectForms’ success is continual focus on
excellent customer service and going beyond expectations.
From technical support to product development,
PerfectForms is focused on providing the best experience
for customers. Everyone says they listen to their customers,
but at PerfectForms, the first place we turn when planning
improvement strategies is to customer feedback.
Future Prospects
Demand for no code platforms will continue to increase in
the BPM space. Putting increasingly more powerful BPM
tools in the hands of the actual business process
stakeholders that enable them to meet their own needs,
without coding, will continue to be a priority for the
PerfectForms team.
PerfectForms continues to focus on user interface
improvements that ensure ease of use, ease of deployment
and expanded integration capabilities. Data must be easily
shared across third party systems since business processes
frequently span multiple departments and systems.
PerfectForms is well prepared to tackle the challenges in
the evolving BPM space.
“It doesn’t matter if you need to build one simple application
or automate 100 complex workflow processes, PerfectForms
can scale to meet your unique needs”
SEPTEMBER 2017 | 25

C
omputer scientist Florian Kurz
and Prof. Dr. Marco Mevius
lead the bamero AG in close
cooperation. Although both
personalities sweep everyone around
them with their energy and live on
agile and process-centric approaches,
they also complement each other with
their qualities. Together they are well
versed about their field of knowledge
and can channel this competence in a
result-oriented way with the bamero
AG. Due to their steady character,
passion and open-minded way of
thinking, this duo can look back on the
biggest achievements of the bamero
AG. However, they are determined to
anchor innovative business models on
the market using a process-centric
perspective. Florian Kurz and Prof. Dr.
Marco Mevius are enthusiastic about
pursuing this objective with much
strength within the bamero AG, but
they are willing to learn new things on
their way and talk to any contact
person of a customer to determine
where the pain within running business
processes originates. The central idea
behind this is to support every
customer from a strategic view of the
business to the point of the operative
transformation by managing the
underlying business processes.
“Established companies and
institutions traditionally fight for the
biggest piece of the cake on the
market, though they could reinvent
themselves to become the
confectioner.” – Florian Kurz, CEO
and partner
Especially medium-sized companies
are in the charming situation to realign
their business model using new
technologies to position themselves on
the market strategically. Their growing
economic strength combined with their
yet flexible structures allows them to
manage their business processes,
including a new experience for their
employees regarding processes and
technology. The basic challenges of the
digital transformation hereby are to
answer which products and services
are to be offered and how to address
the “process experience”. Formerly
products were sold, today it is services
and it is going to be experience in the
future, that is why we need to be agile!
Digitization means individualization.
Customers become co-customers and
generate self-services.
“Within only short time the bamero AG
became one of our most important
strategic partners. Due to their methods
used and their extremely quick
perception, Mr. Kurz and his team are
a tremendous gain for our business
development. Initial successes were
already evident after only a short time
and most notably measurable. We are
looking forward to continuing our
cooperation with bamero.” – Björn
Scharnhorst, CEO Exportverpackung
Sehnde GmbH
The bamero portfolio exclusively
covers services in a business process
management context, although
addressing it in different granularities.
Foremost bamero supports companies
in the dynamic alignment of their
business models. To support this claim
bamero offers to concertedly organize
the business processes including
systems, roles and implicit
requirements. On the one hand to
complete the scope of services and on
the other hand an attractive service
itself the bamero also automates
business processes.
Using an iterative and an incremental
approach (M.E.M.O.®) the impact on
short- and long-term successes can be
measured throughout the projects.
M.E.M.O.® is an innovative way to
extend the traditional business process
management by agile concepts to
operationalize the wish for digital
innovation. The efficiency and
effectivity of business process
management projects can be improved
significantly by adapting the four steps
process analysis (map), process design
(enrich), implementation (monitor) and
execution (optimize) to agile software
development approaches and assigning
defined roles. Contrary to traditional,
| SEPTEMBER 201726
THOUGHT LEADERSHIP

Especially the new, digital business models require well-
directed process innovation. With bamero’s tools and
methods the challenges of partly digitizing processes are
addressed directly and in a unique way. With the digital
transformation of business processes and models all
participants expect higher customer tie, more efficient
processes and higher sales due to the possibilities to
efficiently and costefficiently offer customer-specific and
personalized products and services.
“We stand at the edge of a digital gold rush. bamero enables
companies to immediately find first digital nuggets and to
define the relative claims in the long term.” – Prof. Dr.
Marco Mevius, Chairman of the Board and Founder.
The crucial competitive advantages are generated by the
process experience of the process participants. Therefore,
an adequate and best possible integration of humans into
the digital processes and new services is central for the
transformation of established companies.
model-centric approaches the purpose behind M.E.M.O.®
is to explore the practiced process instead of process
models – “more process, less model!”
The highly specialized team of the bamero AG lives and
merges digitality and business process management in their
DNA. This is the fundament to collaboratively and perfectly
executed create tailor-made and highly innovative business
models. The process engineers that currently work for
bamero learned how to evaluate and develop the
digitization of processes at the HTWG Constance.
Therefore, these process engineers are capable of consulting
customers using their very knowledge instead of worn out
reference guidelines.
“By being in permanent spar with the scientific community
we are capable of substantially meeting the new and rapidly
changing demands of the market.” – Florian Kurz, CEO and
partner
Prof. Dr. Marco Mevius
Chairman of the Board & Founder
bamero AG
Florian Kurz
CEO & partner
bamero AG
SEPTEMBER 2017 | 27

Research and Development
plays an important role in
leveraging technology to
reap maximum benefits in the form of
innovative products, processes, and services.
Many companies tend to think that R&D is
like a holy grail, but it’s not! They do not
understand the importance until its too late.
The fact is that, R&D is the only function that
provides a platform for innovation and creativity to
flourish in an organization. Numerous innovative
breakthroughs happen only because of meticulous efforts of
the R&D function. Consistent efforts are needed when one is
in quest of research, every failure in R&D effort escalates the pressure to perform.
Is R&D that Important?
One is knowledge and another one is technology, these are the two vital ingredients for the recipe of innovation, and for
successful R&D; innovation is the only prima facie.
When a company takes R&D into significant consideration, they get a huge influx of knowledge. This is what makes these
companies so amazingly successful, their contribution to R&D melts down to a world of useful knowledge which the
company can use to further develop its main product lines.
R&D helps a business to have a competitive edge over its competitors. It is only the R&D function that helps organizations
develop plans much ahead than other functions. The R&D function requires a clear foresight about future problems and its
solutions, in its development role, it can act as a catalyst for speeding up the organizational growth by introducing
breakthrough products in the market.
The Key to Everything is Patience, you get Chicken by Hatching it, not by Smashing it. – Arnold H. Glasow
The R&D efforts can take some time to materialize, but once they succeed, the financial returns can be quite high. Many
successful companies in industry sectors like pharmaceuticals, chemical and automotive, invest a substantial amount of
capital expenditure and strive to be ahead of others because they believe; expenses on R&D are not to be considered as
VITALITY of
ORGANIZATION’S
GROWTH
R&Din an
| SEPTEMBER 201730
EDITOR’S PICK

expenditure but as an investment.
The true test of R&D function lies in time to market. Business exists for the sake of making proﬁts. So, the role of R&D in
minimizing the time to market becomes extremely important. Unless the R&D efforts in the lab cannot be scaled up within a
reasonable time frame, little can be expected in terms of the functional credit to be assigned to R&D.
Signiﬁcance of R&D for Medium and Small Business
Big MNCs have billions to spend on R&D but most of the small businesses do not have the same capabilities, this does not
mean R&D is impossible. There are plenty of government initiatives, which are aimed at leveraging the R&D opportunities
for medium and small business. Even venture capitalists have also recognized the importance of these smaller entries.
Moreover, R&D is typically what your business can take advantage of public resources and eternal knowledge to get some
hands on experience because, at the end of the day, useful knowledge is the most important thing your company needs. The
R&D department is not worth of, if the desired outcomes of R&D are not utilized.
SEPTEMBER 2017 | 31

Irrespective of the shape and
size of an organization, an
efficient Business Process
Management (BPM) is of critical
importance. BPM puts all the
processes within an organization
under scrutiny; it uses various
models, analytics and metrics to
make evaluations and identifies the
needed improvements that will
facilitate enhanced growth.
BPM solution might not be the
definitive solution for every
business problem, it is the driver
which drives all other solutions in
technology stack for that particular
problem. It ensures that every
system is compliant with their
policies and each role works
efficiently with clear accountability.
Incorporated as a private limited
company, Pericent Technologies is
one such organization that boasts
decades of experience in delivering
workflow, BPM, jBPM, BRMS and
Complex Business Rules based
enterprise-technology solutions. It
caters its immaculate solutions to some
of the most globally renowned
companies, including Owens-Illinois,
Genpact, GCG, Pepsico, Lombard,
Reliance, Progress and Niyogin.
Automating Four Important Lines of
Growth
Pericent’s dedicated engineering team
has developed two in-house world-
class enterprise platforms, launched in
2017, namely bpmEdge, an Agile &
Robust Enterprise BPM platform, and
docEdge, an Enterprise Document
Management System. The company
has so far garnered an exciting
response across the industry, be it
BFSI, NBFC, BPO Services,
Healthcare, Telecom or Manufacturing
sector.
Pericent realizes that every
organization has Roles, Policies,
Documents, and Processes at the core
of its business and the company is on a
mission to automate these four
important lines of growth. It is doing
so by innovating in – easy to
interact, intelligent to perform, and
integrated to deliver solutions and
services.
An Industry Veteran Leading the
Way in Bringing Forward
Innovation
Sanjay Sharma, CEO/CTO and
Founder of Pericent, is the
visionary with extensive experience
who has led the company from its
very inception. Sanjay has played a
pivotal role in building the
company’s innovative and strategic
approach to deliver technology
services and solutions that cater to
global enterprises.
The veteran with over 17 years of
experience in the technology industry
possesses an outstanding track record
in leading, developing and delivering
large and strategic business process
solution. His skills and knowledge
extend to analyzing & modeling,
technical architecture, innovative
business solution design,
implementation, quality assurance,
deployment and managing post
production support for business-critical
BPM applications for major
corporates. To sum it up, Sanjay is a
solution architect, BPM expert and a
deep-rooted technologist.
The highly motivated individual has
exceptional entrepreneurial skills to
Pericent Technologies:
Simplifying Business Experience with
Enterprise Solutions
Sanjay Sharma
CEO/CTO & Founder
| SEPTEMBER 201732

manage complex projects or drive technologies for business
experience. Formerly, Sanjay has worked all across the
globe, including Sweden, UK, and the US to deliver sound
technology solutions for businesses. He is also the chief
architect of Pericent’s bpmEdge and docEdge.
Straining impetus on the word ‘success,’ Sanjay mentions,
“Success is more a qualitative term for us. If we can help
our customer to grow and make them happy by assisting
them through our technology solution, it’s big success for
us.”
Addressing Industry Problems by Offering End-to-End
Solutions
Over the years, because of a few unsuccessful
implementations of BPM from big brands, CXOs are not
aggressively pushing ahead with BPM as there is a high
cost involved with its implementation. Decision makers are
on a constant lookout for worthwhile resources or
professionals who can successfully implement their mission
critical business processes, through the software brought
from the technology giants. Pericent is addressing this
situation by offering an end-to-end solution, bpmEdge – a
comprehensive BPM infrastructure platform for
implementation, which would help its clients at every single
step.
Additionally, Pericent makes it a point to constantly hire
some of the leading industry experts as consultants to
understand the specific areas of business concern and how
one can overcome it through bpmEdge and its
implementation.
The journey till date for Pericent Technologies has been
dream run; from comprising BPM experts to having its own
in-house engineered enterprise class BPM platform –
bpmEdge. The company believes that it has learned a lot
since incorporating in 2007 and has formulated a solid
roadmap to build a BPM platform, which would make it the
preferred choice of every organization.
Rising Above the Market Players
Though there are many players within the BPM industry,
some of them are big giants carrying immense brand value
and presence in the market for years, but since their channel
partners are carrying out the implementation – the
customers are suffering badly.
By implementing and integrating for its BPM platform,
bpmEdge, Pericent provides end-to-end solutions to its
clients, thereby enabling them to get better ROIs.
“Our strategy is straight forward; it is not just selling the
bpmEdge software licenses rather selling that entire
lifecycle right from the beginning,” Sanjay points out.
Future of Continual Expansion
With 10 years of legacy and a proven track record in the
BPM industry and helping customers through technology
solutions, Pericent believes now is the time that the
company can make it big with its in-house engineered
products.
Hemant Choudhary, CMO of Pericent asserts, “Looking
at the market size of the BPM and DMS industry and the
growth rate of the segment; we are pretty confident that we
will capture 0.09% of the overall market share in next five
years which is USD 11 million. Pericent Technologies is
growing at about 50% (YOY) in terms of revenue and book
value was up by 4X in FY 2015-16 compared to FY 2014-
15.”
With a surging response, both domestically and globally, for
both bpmEdge and docEdge since its launch in June 2017,
the company is looking forward to the potential
opportunities in the future. Pericent has a strong roadmap
for both of its products, and its engineering team is
constantly innovating at the product level to empower its
platform with all new-edge capabilities, including RPA, AI
and ML.
“Implementing mission-critical processes through
bpmEdge an enterprise BPM platform”
SEPTEMBER 2017 | 33

Old methods won’t open new
doors, and these days
organizations are quick to
realize the need to rethink their
existing business models and
strategies to meet the evolving
expectations of their customers.
This has prompted numerous
organizations to shift focus from
business-centric (inside-out)
thinking to customer-centric
(outside-in) thinking. Trisotech is a
Montreal, QC, Canada based
company that helps enterprises
realize their business goals by
analyzing, modeling and
continuously improving their
technologies such as mobile, cloud,
social, IoT, big data, and more. In
short, the company provides new
and revolutionary ways for digital
enterprise knowledge workers to
collaborate and succeed in this
increasingly global and connected
world. Trisotech’s experience in
business process redesign and process
innovation has immersed it in the best
practices of multiple industries and
business models for the last decade.
Today, Trisotech products are
providing Digital Transformation help
to communications, agriculture,
manufacturing, ﬁnancial, healthcare,
insurance, energy, distribution,
government, and many other types of
organizations.
Established in 1996, Trisotech
develops and offers its customers the
Digital Enterprise Suite, a cloud-based
SaaS toolset designed to be used by
business people and IT people alike.
For example, business process
discovery and process design can be
linked-to, and driven-by, business
goals. By doing this, everyone is in
alignment and knows why they are
doing a particular activity or process
(the desired business outcome), how
important this process is to the
organization (priority) and who,
speciﬁcally, is accountable for the
realization of the activities to meet the
goals. Even if your activities and
processes are not well documented, the
Digital Enterprise Suite lets your
business people discover and document
their own processes. Then, with the
click of a button, this information can
be converted into an industry-standard
model diagram that both IT and
business can work with, collaborate on
and view in a way most useful to them.
This is the new way to transform your
business with business outcomes
driving the projects, activities and
funding of IT services. The
unrivaled features of the Suite
enable even the non-technical users
to participate in business process
and architecture discovery and
analysis. By gaining valuable
insights about the relationship
between structured models (BPM,
etc.) and creative thinking diagrams,
(SWOT, Balanced Scorecard,
Customer Journey Maps, etc.)
created using the Suite, business
personnel become empowered to
drive digital transformation.
Trisotech’s Digital Enterprise Suite
is widely acclaimed as offering one
of the best integrations of the three
international modeling standards,
which they refer to as the "Triple
Crown of Process Improvement."
These standards are:
Ÿ Business Process Model and
Notation (BPMN)
Ÿ Case Management Model and
Notation (CMMN)
Ÿ Decision Model and Notation
(DMN)
By using them together, through
seamless integration within the Digital
Enterprise Suite, these world-wide
standard graphical notations enable
comprehensive end-to-end modeling of
an organization’s entire operations -
both at a high level and at the detail
level.
A Constantly Evolving Journey
Back in the mid 90’s, Triostech’s
journey began when a group of friends
with similar motives joined forces to
provide software consulting services,
Trisotech:Leading the Way in Digital Transformation
Denis Gagne
Founder
| SEPTEMBER 201734

but in a different manner. Their constant pursuit of
innovation and process improvement was noticeable even
from the initial days of the company. What started with an
interest in software development lifecycle (SDLC)
processes and delivering agile services, then grew into
innovations in workflow solutions to culminate in an active
role in the definition of Business Process Management.
Since then, the leaders at Triostech have made it a priority
to provide services in a business-friendly technological
environment and have made sure that the solutions designed
are aligned with business priorities. It is because of this
mindset that they now provide software solutions for
Digital Transformation and are leading the charge in
enabling the Digital Enterprise of the future.
A Leader Motivated by Future Opportunities
The quality of a leader is reflected in the standards they set
for themselves. Denis Gagne, one of the Founders of
Trisotech, is the visionary who leads the company and has
guided it to becoming a global success and a driving force
in international BPM standards for over a decade.
Denis is a technologically intuitive and professionally acute
individual, with a M. Math degree in AI from the
University of Waterloo and a BSc in Computer Science
from the Collège Militaire Royal (CMR) de St-Jean.
He is a member of the international technology standards
consortium Object Management Group (OMG), where he
serves as the Chair of the BPMN Interchange Work Group
(BPMN MIWG), and is a member of the Business Process
Model and Notation (BPMN), the Case Management Model
and Notation (CMMN) and the Decision Model and
Notation (DMN) teams. He is also a member of the
Workflow Management Coalition (WfMC) Steering
Committee, Chair of the Business Process Simulation
Working Group (BPSWG), and the co-editor of the XPDL
2.2 process definition standard.
Adapting and Overcoming the Current Industry
Challenges
The present BPM landscape is a very challenging place. It
is part of the Digital Transformation movement where
enterprise focus is rapidly shifting to outside-in models
focusing primarily on the customers and the overall
customer experience generated by the organization. This is
a change of landscape from the previous focus of delving
into one’s own processes. Success is no longer solely about
increasing efficiency and effectiveness to lower costs and
shorten cycle times, but rather, about creating value and
bringing new benefits and a great experience to the
customer. This has prompted organizations to transform
their way of conducting business. But just converting
physical assets to digital alternatives like smartphone and
tablet screens is not sufficient to execute a Digital
Transformation. Trisotech believes that Digital
Transformation is a strategy and that value creation and
benefits to customers should shape that strategy. Trisotech
with its Digital Enterprise Suite, is helping organizations of
all scales to reinvent their business model from strategy to
operations and to become more agile in delivering and
improving the customer experience.
Part of this ongoing Digital Transformation revolution is
driven by one of the most recent approaches to operational
excellence, Decision Management. This methodology has
led OMG to create a new standard, the Decision Model, and
Notation (DMN), which is fully integrated into Trisotech’s
DMN Modeler. Trisotech is offering organizations the first
complete DMN solution in the marketplace, to help
enterprises improve their quality, productivity and
consistency of operational decisions. In order to encourage
businesses to rapidly start using DMN, Trisotech is
partnering with world-class leaders and technical experts.
Continuing to Grow in the Future
Trisotech is on a continuous path to expand its organization
and customer support across the globe and to provide an
ever-growing set of tools to enable business people and IT
people alike to define and control organizational
transformations. Trisotech is continuously adding to their
Digital Enterprise Suite by provide different views of the
enterprise ecosystem and by working at different levels of
abstraction suitable for both business and IT professionals.
Integrating Trisotech’s BPM components, based on the
Triple Crown of Process Improvement Standards, will
enable organizations to continuously improve and innovate
by combining strategic intent and goals with their business
operations.
“By continuously looking forward, we’ll keep leading
the charge to the Digital Enterprise of the future”
SEPTEMBER 2017 | 35

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