The Business Case

Whatever your business, today's global economy has changed the playing field dramatically. There are two things a company must be able to do to survive.  

One: Successful execution of initiatives that support corporate strategy.

Those companies that cannot efficiently turn ideas into revenue generating realities are soon trailing their competition. Success of execution is contingent upon a company’s ability to integrate; the integration of people, systems, data and processes. There are no strategic initiatives today that do not require some sort of IT development or implementation, regardless of the industry. In order for these IT initiatives to be successful, there needs to be a collaborative effort between business experts and IT resources. Most teams and initiatives fall apart at these integration points. These gray areas are critical to the success of the projects, yet are the most difficult for companies to successfully staff and manage. For those companies that have outsourced their development to offshore companies, these touch points carry with them an even higher risk of failure.

Two: Performance Monitoring and Management

Companies must be able to quickly monitor and manage the productivity and performance of their business, as it's happening, across the entire reach of their operations. In order to be able to set goals and monitor key performance indicators, companies have to build the proper infrastructure, with the right processes and tools, to allow for the continuous monitoring and analysis which will allow the necessary corrective actions. These processes and tools require timely, accurate, apples-to-apples data, easily accessible and presentable.

In order for any corporate initiative to be successful in these areas, INTEGRATION of Business Process Management (BPM), Business Intelligence (BI), and Portfolio Management (PM) is absolutely critical.
 

Without this integration:

• How will your operations know if it is improving or not, if customer satisfaction is increasing or decreasing?

• How will a business intelligence environment be successful if there is no real understanding of your processes?

• Who is accountable for what metrics?

• How do processes “role up”?

• What data is available and how often is it refreshed?

• If you have understanding of your current operations, what about your portfolio of initiatives that are currently underway as well as those that are planned?

• How do you tie all of those initiatives back to the business both from an operational and a business intelligence aspect?