Ross: Thanks for having me, Beth. Let me tell you a little bit about where we’re coming from in the BPM space. Savvion is a solution provider in business process management, or BPM. We help businesses create, manage, and optimize their process solutions for their mission critical business processes. We feel how they do business, and fostering innovation, is just as important as what they do.
And it’s pretty simple, really. We help people think about the business processes that affect them every day and how they can be improved. And secondly we take those process improvement ideas and turn them into running solutions fast and when I say fast, I mean deployed in less than 90 days from conception to fully running.
And then we partner with our customers across the full process lifecycle - from first project deployment, all the way on to enterprise deployment through on to business process outsourcing. And we work with a variety of large customers like Motorola and Morgan Stanley to make that happen.
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Intersection of Business Intelligence and BPM
And how we see the intersection of business intelligence and BPM, myself, coming at it from years spent at Business Objects and in the BI space, it’s very simple. BI talks about performance management software, and it’s key to getting the analytic tools and the data and information that you need to run your business more effectively. But all the data and analytics in the world are worthless if no one understands how they inform the process of how people actually do their jobs on a daily basis.
BI is the content, and all the rich customer information, product information, order information, BPM is the context. And they both need to work hand in hand to get the job done and foster innovation within a company.
The core value proposition of BPM, in our view, is the ability to articulate, to simulate, to optimize the informed knowledge of how people work and integrate that into the enterprise. And BPM provides the catalyst for taking the information gathered from a BI system, which is very important and gives you good visibility into your business, but create actionable processes for improvement – with actionable being the key word there. So that your people who are on the line, know what they need to do.
It’s very good to have that rear-view and understand all the data being collected in an enterprise, but as I said before, all that data is useless if nobody knows what to do when the BI dashboard speedometer turns red. When I was in BI space, a lot of the talk around the concept of operational BI and the ability to make that operational – how operational has to live in the context of the process, whether it’s an order management process, a returns product process, or a loan origination process. The data has to inform how people how to do their jobs on a daily basis and help them improve it and foster innovation.
Gold-Bernstein: Thank you, Maria. Our next speaker is Christopher Wren, Director of Solution Marketing. Welcome, Christopher.
Why Do BI and Processes Need to Come Closer Together?
Wren: Thank you. Thanks for the invitation. Let’s look at why BI and processes need to come closer together. There are basically two drivers we see for that. One driver is BPM, business performance management, so the other BPM. Recently we have seen increased interest in the deployment of business performance management systems. What is business performance management? Well, it is about defining corporate strategy, about aligning this strategy with the execution in the organization. And then finally to measure the successful execution of the strategy.
Well, if you look at how execution happens in organizations, execution happens typically, well, in business processes. Finance processes, for example, or sales processes, purchase processes or hiring processes, everything that is created is in the context of processes.