Rising levels of process complexity have made it difficult for financial institutions to understand, diagnose and manage their business processes.   As a result, BPM has skyrocketed in popularity among our members, but many executives are still unclear what BPM means in practical terms, and what results financial institutions can aspire to by implementing a formal business process management methodology.

While many institutions have invested in Business Process Management systems that create great visibility into process flow at the workflow management level, few have converted this knowledge into tangible cost or revenue outcomes for the business.  This is partly due to the belief that “BPM” is a technology solution primarily serves to help you gain process visibility – given this mentality, many invest in the technology without having the underlying governance systems in place first.

The Council’s view is that BPM is a discipline for seeking to understand, predict and inflect end-to-end process performance toward predetermined business outcomes. Without a clear understanding of the desired business outcome and existing governance capabilities, BPM systems acquisitions will yield few tangible business results.  Given this challenge, the Council has been working hard to create a maturity model that helps our members identify what attributes they need to put in place before investing in a system, and what financial and operational outcomes they can expect from having a mature BPM discipline in place.