Guide to BPM (Business Process Management)

Organizations have embarked on their path to Digital Transformation, with a change in the way they do business and embarking on a business culture aimed at innovation to improve or create new products and services. To that end, organizations must aim to optimize the business while improving the experience in an increasingly complex business environment involving employees, suppliers, company partners and, above all, those who are at the center of the business: customers. Along the line, efficient and optimized processes lead to productivity, better results and accurate responses, hence the importance of Business Process Management.

What is Business Process Management (BPM)?

BPM (Business Process Management) allows you to monitor the processes of an organization in order to strengthen, grow and optimize business strategy, through a map or aerial view of the company plan. Unlike task or project management, which monitors activities that take place repeatedly during a process, BPM is the overall plan for exploring what happens in every aspect of the business. Through BPM, it is possible to understand workflows, improve and, if possible, automate processes (fixed or flexible) for specific results, make adjustments to satisfy new business initiatives, and even get rid of obsolete, unnecessary or costly processes.

Also, with BPM Software solutions (BPMS), companies can share resources such as documents and emails. By visualizing processes and their data, decisions can be made to manage teams and projects. So BPM is the methodology and BPMS is the software that implements the methodology. But where does BPM come from? Let’s take a look at its evolution.

Mais d’où vient le BPM ? Examinons son évolution

• BPM evolution: from methodologies to tools.
• In 1911, Frederik Taylor, American mechanical engineer, published the principles of Scientific Management, where he described how productivity can be improved and employees rewarded based on their productivity, applying a scientific method.
• In the 1960s, technology became the business engine and increased the speed of change. The process orientation called Kaizenappears, which makes companies more competitive based on 5 “s”: Sort, Straighten, Scrub, Standardization, and Sustain.
• In the 1980s, FileNet developed a digital workflow management system to route scanned documents through a predefined process. This software is recognized as the precursor to modern BPM software (which was acquired by IBM).
• Back in the 2000s, the consulting firm Garner coined the term “Business Process Management Suite” (BPMS) to refer to software applications that manage processes. The evolution of BPM has been such that, as of 2012, Gartner also coined the term “Intelligent Process Management” (iBPM) to refer to BPM suites that include artificial intelligence, advanced analytics, and reporting.
• Au-delà de la simple gestion des processus et en tant qu’outil de prise de décision, le succès d’un système de BPM repose sur l’engagement et la motivation des chefs d’entreprise, qui servent de modèle aux autres membres de l’organisation, sur les incitations et la proactivité, en repensant les processus d’entreprise et la prise de décision, et en stimulant la collaboration et la communication afin d’atteindre l’efficacité et la productivité.
• Beyond just managing processes, and as a tool for decisions, the success of a BPM system is based on the commitment and motivation of business leaders as a model to be followed by the other employees of the organization, incentives and proactivity through the redesign of processes and business decision making, stimulating collaboration and communication to achieve efficiency and productivity.
• Towards the future and in the face of global uncertainty in the economy, organizations require productivity, risk management and cost control. This has caused more and more BPM solutions to seek to integrate other technologies such as Robotic Process Automation (RPA), Artificial Intelligence and Machine Learning, to gain agility and flexibility with the ability to implement new applications and processes more quickly.
• To delve deeper into this topic, here are some articles of interest: Motivations for adopting BPM in Digital Transformation., Digital Transformation with BPM.

Importance of Business Process Management

BPM is responsible for identifying the key processes of the organization, as well as analyzing and describing them in order to implement changes and constantly monitor and improve results. When processes are efficient, the productivity and success of the company is ensured, relying on the design of the production process that allows it to anticipate and optimize resources, while reducing costs and unnecessary operations.

BPM examples in key processes

• In product development, BPM helps identify bottlenecks and inefficiencies in the product development process, from unnecessary steps that impact the schedule to resources that are underutilized. Once these problems have been identified, courses of action can be found to speed up the process. In the collaboration and coordination of the teams involved in product development, BPM can improve this joint work, making them work in a synchronized way, improving communication and meeting the milestones set in the schedule. Also, the constant analysis and monitoring of the process to develop products allows steady evolution and improvement.
• In order management, a BPM-based procurement solution can create an efficient and integrated one-stop shop for procurement teams, connecting systems and staff in a collaborative, process-driven framework across all activities (pre-purchase, in-process, and post-purchase). The result of this is compliance with policies, time and cost reduction.
• In efficient process design, BPM contributes to risk reduction by defining process owners’ responsibility, compliance protocols, and performance targets, as well as identifying potential risk vulnerabilities. Also, with the right process simulation tools, it is possible with BPM to predict the necessary resources (human and technological) for a given process.

Applying Pandora ITSM in business processes: the Success Case of Salvesen Logística reflects how thanks to the User Experience solution implemented together with Pandora FMS, it is possible to emulate the behavior of a user to detect any issues in processes before they happen. Among the benefits achieved are the creation of early warnings and the reduction of operational load.

Some automation examples and improvement projects

• In business processes, BPM helps generate guidelines for customer interactions.
  • Contact with future clients, beyond a contact list, means having an order of priorities and ways to contact customers, such as phone call automation, mail campaigns and knowledge of the right time to contact the customer.
  • Monitoring customer experience, from first contact, contact at appropriate times, after-sales feedback, such as sending customer satisfaction forms, monitoring current and new customer cases, product and service suggestions, delivery of added value, among others.
  • Onboarding, such as opening an account, including complex processes that require authorization and authentication of information, identity, and transactions. Through BPM you can set standards and procedures for execution, relying on tools that streamline, for example, customer authentication, real-time authorizations of requests, electronic signature of a digital contract.
• In financial processes, BPM can help streamline processes and workflows with impact on business profitability.
  • Automated invoicing, streamlining the data of buyers, products/services purchased and the monitoring of administrative and financial protocols, relying, for example, on physical or digital forms, automation of voucher issuance and buyer identity. Invoicing can be automated once the customer has made the request and completed the form with the necessary data.
  • Money flow management, such as daily cash cuts where there are protocols (example: suspend cash activity, count money, compare results, balance sheet with registered operations, etc.) that can be simplified with definition of functions and workflow automation and validation and reporting of money inflows and outflows (through financial software integrated with BPM) in real time.
  • Management of access to financial information and transactions, supporting compliance with protocols for access to sensitive customer or company data, through validation of the identity of the manager or employee involved in the process, control of financial movements and verification of an authorized transaction. Biometric registration technologies that automatically replace the use of passwords or forms can also be integrated.
• In transactions, BPM, relying on risk management platforms, can automate the process to analyze risks in loans using history information and data on the applicant’s risk profile (time to pay debt, available financial resources, ability to pay, etc.).
• In customer service, BPM becomes the foundation for making the customer experience memorable and satisfying.
  • Customer data management, guided by ethical standards and data protection laws. Through BPM, customer consent forms and documents can be part of interactions or engagement processes (example: contracting service or products), either by automating the sending of documents that must be signed or through authorization boxes on websites.
  • Content Marketing,through defined flows and tasks for blog publication (writing, editorial reviews, authorizations, publication), through content management tools.
  • Customer contact and omnichannel management, with tasks and managers for each automated interaction, with information in hand, to answer a call, respond to messages on social networks or email, answer questions or complaints. It is also possible to integrate it with platforms for the use of Whatsapp with customer service options.
• In the omnichannel strategy, BPM contributes to defining the processes and protocols for communication with the customer from any channel (social networks, phone calls, text messages or emails) and in a synchronized way in a single platform. Through CRM, data on contacts and interactions with customers and information are automated and centralized to respond to their needs.
• In organizational operations, BPM secures the value chain and supply chain.
  • Warehouse management, streamlining processes that require timely recording of transactions in an agile manner and without human errors. The transfer of these traditional processes to digital processes has resulted in agility and transaction control. The updating of merchandise information and the generation of automated reports on warehouse stocks can be scheduled for comparison in real time.
  • Interdepartmental communication and collaboration, through hierarchy protocols and clearly established communication channels. Communication channels can be established between specific teams and department decision makers.
  • Risk management, in which BPM helps define clear protocols to identify unfavorable situations and find courses of action to solve them. This is achieved through process standardization and automation, and even simulations before their implementation, so that it is understood who is involved, what and how they should do a process.
  • In manufacturing and production of goods and services, BPM aide à tracer les protocoles pour un fonctionnement efficace de la chaîne de production, en évitant les incidents et les altérations dans les processus qui peuvent affecter sa qualité et sa livraison à l’aide d’un logiciel de planification des ressources de l’entreprise (ERP) ou d’un diagramme de travail concreto.
  • Gestion des talents humains, BPM helps to draw up protocols for efficient operation in the production chain, avoiding incidents and alterations in processes that can affect their quality and delivery through an enterprise resource planning (ERP) software or a specific work diagram.
    • Human Talent Management, from the acquisition of resources appropriate to the needs of the organization, its evaluation and development within the organization.
    • Personnel selection processes, with an understanding of the personnel requirements to find the candidate who meets the needs. To make the selection more efficient and without bias, the evaluation and results of the candidates can be automated. You may also automate the evaluation of documentation that supports the documentation submitted by the candidate, as well as contract signatures and training assignments.
    • Protocols for staff complaints, through
      protocols to evaluate them and give an answer. For example, automating an internal management system to channel feedback from other employees, concerns or particular situations without the need to perform the process in person.
    • Generation of authentication licenses, through software to automate the creation and registration of employees in the human resources system, with authentication mechanisms and updating of employee data.
    • Evaluation of the performance of workers, through BPM with performance monitoring processes, the qualification of their work and continuous feedback. Evaluation processes can be automated and simplified with quantifiable and objective metrics.

    BPM Tools and Technologies

    BPM consists of several elements that must be integrated to achieve business results:

    • Design or flowchart to represent the sequence of activities, those responsible and the order and relationships in which they are carried out.
    • People, as the most important asset of the company, who put the processes into operation.
    • Inputs that are the resources, information or materials necessary to initiate and carry out the process.
    • Technologies to execute each process. The key point is to avoid manual tasks by relying on platforms, automation software and tools that are key in BPM:
      • Process Mining is an important tool that enables analysis focused on transaction flows in processes by automated detection of deviations, alternate routes, frictions, verification of conformity, and model improvement.
      • Workflow engines, which are software solutions that manage and execute modeled computer processes. They are considered a key component in workflow technology.
      • RPA in BPM- There are BPMSs that are already integrating automation through Robot Process Automation (RPA). These solutions include automated elements to the BPM process, either for the control, distribution or search of information, both in internal and external repositories.
      • AI in BPM- also Artificial Intelligence is being integrated into BPM. iBPM (Intelligent BPM) to automatically analyze data and optimize workflows. Unlike traditional BPM, iBPM incorporates new technologies in event processing and predictive analytics into workflows in an automated way. We can see this reflected in next-generation BPM tools.

    Description of Next Generation BPM Tools

    As a driver of Digital Transformation, solution providers are incorporating automation and artificial intelligence capabilities. For example, the following tools are iBPMS (Intelligent BPM System) that have AI and Machine Learning built in:

    Microsoft Power Automate is a BPMS offering for use on the web and in on-premises operating environments. It integrates Office documentation, Big Data analytics, and workflow automation and robotic process automation (RPA) to build applications on cloud infrastructure (Microsoft Azure). AI and simulation create workflows for business redesign with little code.

    Pegasystems offers Low Code BPMS products that leverage AI- and RPA-based decision and execution capabilities to improve operational activity and design workflows, both in complex processes and automated repetitive tasks. Its AI-based workflow products enable you to scan and scale process improvement, from modeling and analysis to process redesign, application generation, deployment, and operation. With Machine Learning, this vendor offers predictive models and insights to suggest workflow design changes and data model improvements.

    Appian incorporates AI and RPA capabilities, for the definition and design of flexible processes and the generation of applications with little code combining local and cloud capabilities. Its drag-and-drop approach to defining an activity, execution sequence, execution results, and creating intuitive models facilitates use by a mixed team of users, developers, and automation experts.

    AgilePoint offers simulation and artificial intelligence capabilities to identify design, rule, and flow issues in any process changes that are made. RPA-based capabilities offer BPMS teams another option for application generation for rules-based processes with repetitive task execution.

    Oracle offers products that support intelligent, adaptive processes, automated workflow services, and collaborative application generation. It also offers tools for real-time performance measurement with predictive analytics, business-friendly rules management, rapid change modeling, decision management, process management, and performance reporting. Its AI-powered RPA component can monitor its own activity and recommend ways to improve the process and bots. Data mining allows regression testing, anomaly detection, efficiency analysis, process optimization and predictive analysis.

    BPM Future Perspectives

    What is redefining the future of BPM are advanced automation, software integration, process simulation, and generative AI. The following are BPM trends:

    • Democratization through automation and more user-friendly tools. The next generation of BPM could benefit from greater organization-wide engagement, by engaging more users to identify, implement, and measure ideas for improving processes. Process automation simplifies the creation of BPM bot workers, which are almost indistinguishable from human workers. Also, full cycle process mining will make it easier for users to discover and improve process maps without the help of process experts. For process experts, implementing appropriate security strategies to use these tools is expedited.
    • Smart business process automation increases process efficiency. Smart process automation allows linking artificial intelligence, Machine Learning and RPA in the fabric of processes to implement efficiency. These smart systems will incorporate data to provide further findings.
    • Incorporating the BPM feature into software platforms extends its adoption for both small businesses and large corporations. With the rise of low-code development and integration platforms, businesses will no longer need to pursue BPM-specific solutions.
    • Automated processes provide a complete map of company-wide processes. This approach has evolved to a point where the actions of multiple systems converge to determine how data flows and provide a complete model of organization-wide processes.
    • Adaptive process management supports agile and iterative process modeling. This is important as most processes do not always follow the exact same sequence of steps. Adaptive process management can be adjusted to the treatment of unknown factors that become evident during the execution of the process. As these BPM systems become more sophisticated, they will also be used as an orchestration layer, drawing on RPA software and artificial intelligence and applications such as ERP.
    • The rise of process modeling. Companies have previously explored automated tools for mining and process mapping to understand existing processes. Process modeling is going to the next level by allowing teams to ask hypothetical questions and align results with business objectives. IT leaders must now demonstrate the value of IT investments to support a business strategy, based on what works well, what doesn’t and its impact on new deployments, with observability and a holistic view.
    • Improving decision making by simulating processes. Leaders will require to make informed decisions regarding resource allocation and process changes before implementing them. Simulation capabilities will assume an increasingly important role in understanding the impact as well as risks on process changes.
    • The convergence of custom and low-code development, especially when innovations with Low Code/No Code development have played an essential role in turning new ideas into more fluid business operations. Organizations will increasingly leverage teams that follow agile methodology and use BPM. New approaches to modeling the behavior of systems as processes will also improve code reuse capabilities.
    • Generative AI will reshape every business aspect. BPM can play an important role in building better processes more aligned with business objectives and stakeholder incentives. The speed and scale of generative AI is helping companies reimagine processes and workflows to take advantage of emerging technologies.

    Pandora ITSM in the tool landscape

    Digital Transformation requires a holistic view of systems, resources and data in processes. As we have seen in BPM Trends, there is growing interest in process-level observability and microservices. In this sense, Pandora ITSM is an integrated platform for managing Services and Support, which is aligned to ITIL, processes, providing service levels and user experience for employees, suppliers and customers, through tools for:

    • Project Management: To create projects, manage resources, and integrate projects with requests and changes to improve service delivery.
    • Report generation: For custom reports from different areas, such as support, time management and projects, through SQL queries and scheduling automatic and periodic report forwarding.
    • Time management: To record the day from the browser or through the app to control the company remotely, complying with defined standards and processes.
    • Incident management: So that a customer outside the company can create tickets without accessing the platform, even from an email to create a user automatically.
    • Management of IT resource inventories: considering configurations and mapping of their relationships and dependencies. In addition to a history of each asset and process automation.
    • Customer Relationship (CRM): to manage customer contacts, contracts and billing./li>

    BPM Guide

    Implementing BPM requires investments in technology and changes in the organization’s culture to understand how they operate, be more efficient and competitive.The life cycle of BPM is divided into six phases, also considering the Strategic Planning and Alignment phase.

    1. Planning and Strategic Alignment: At this stage the available documentation is examined and what processes are aligned with the services or products, customer service, sales, etc. to have a complete vision of the business processes, including primary management and support processes, as well as performance indicators.

    2. Analysis and design of the processes: In which the processes are observed as they are happening at that time in order to model and evaluate the processes. From that moment on, you may identify what needs to be improved. This involves conducting stakeholder interviews, process documentation analysis, analysis documentation, and documentation validation.

    3. Process modeling: With the knowledge of the current state of the processes and the actors involved, deficiencies and possible barriers can be identified to align with the company’s strategic objectives to start designing a new process. It is recommended to carry out simulations and include the necessary improvements. Once the simulations have been carried out and the improvements have been agreed with the participants in the processes, the implementation plan is created.

    4. Process implementation or execution: Through a systemic implementation (with the help of technology) or a non-systemic implementation (without technologies). Processes are executed as defined and documented.

    5. Process follow-up or monitoring: It consists of following up by seeking to align the processes with the company’s strategic objectives, based on performance indicators.

    6. Adjustment or optimization of Processes: This is the stage at which continuous improvement is implemented in relation to the results obtained in practice, seeking efficiency, lower costs and, above all, the satisfaction of customer needs. In some cases, it will be necessary to re-engineer processes, which is to redesign all processes, instead of carrying out small changes and continuous improvement modifications.

    With this, it is clear why the use of BPM, agile, intuitive and transparent tools are crucial for the analysis and implementation of processes in Digital Transformation.

    Among the benefits of BPM we can mention the following

    1. Optimized workflows and greater efficiency: By automating tasks that were done manually (examples: data entry and management, data flows, approval processes and reporting), which reduces human error and allows employees in the organization to work more effectively. By standardizing and monitoring processes, quality and productivity are boosted, giving more time for employees to allocate efforts and time to more strategic tasks (which require experience and more knowledge) and even be more proactive in identifying possible bottlenecks or non-compliance with a standard.

    2. Stricter and strategically aligned process controls: As processes are established, business areas and project management teams must also consider compliance (regulations, contractual obligations, tax aspects) and governance (security, accountability) issues and requirements to integrate with other systems such as ERP, CRM and human capital management.

    3. Greater Business Agility and Scalability: Greater understanding and control of processes provides more flexibility to take advantage of new opportunities in new cloud services, artificial intelligence capabilities, regulatory changes and market opportunities.

    4. Better client service and experiences: clients get a better experience when the company is capable of

    1. Analyzing existing processes to identify improvement areas in client services representatives (redundant aspects, process duplicity, response time);

    2. Compiling and automatically sorting out information coming from different sources which is required to answer the client;

    3. Find better ways to assist clients and prevent which additional steps or processes are required;

    4. Iimprove product and service delivery boosting development quality and final product manufacturing.

    5. More connected workunits and more focused communications: The
    real-time display capabilities of a BPM software allow to connect people, processes, information systems, software, cloud platforms and equipment. BPM software also contributes to software launching by being able to monitor the solution process and identify possible process interruptions or bottlenecks.

    6. Risk, waste, redundancy and cost reduction: Business leaders and their teams may evaluate the current status of their processes and identify which areas to reinforce and optimize. With BPM, you may get rid of redundancy, error-prone tasks or sequences, compliance risks, or money-wasting processes.

    7. Complex process understanding: BPM providers are integrating more tools to automate processes, in addition to taking advantage of data analysis and events in business processes (ERP; CRM; HR management and Suppy chain) to shape existing processes and identify variations. There are also BPM solutions that integrate computer vision of a worker’s interactions with the user interface to map the steps of specific processes, helping to fill in the blanks about how processes are executed in practice, which can differ from the way employees and managers imagine. It also helps to decide which tasks should best be performed by humans or by Artificial Intelligence.

    How Pandora ITSM Drives BPM Benefits

    Pandora allows you to monitor user experience in the use of services and applications and even allows you to simulate the actions of an end user and carry out tests to detect possible bottlenecks or failures that impact business processes. As an example, we have the Success Story of the Atuntaqui Financial Cooperative of Ecuador that achieved the reduction of incidents and risks thanks to Pandora FMS.

    BPM Best Practices

    To reap the benefits of BPM, it is recommended to implement BPM best practices such as:

    1. BPM is a business project, not a simple IT project. You don’t have to try to outline how you should work; you have to outline how you actually work – you identify reference points on how people are currently performing to get better results, then you have to outline that process (graphically or narratively). Once the benchmarks on actual performance are established, you may develop a workflow model and understand which technologies to integrate.

    2. Think big, but start slowly. Adopt an incremental approach instead of forcing changes on the “overall overview” of interconnected processes at once. When you start with a small, easily manageable project, you will produce measurable results that should pave the way for broader implementation. This first implementation should be one where the actual improvement really makes a difference for the organization. No one will be impressed if the first BPM application results in better handling of useless or unimportant tasks.

    3. Create an interdisciplinary team that involves all concerned parts in the project in developing and testing: Under the premise of people actually knowing how the process works and usually being responsible for its efficiency, collaboration between developers and final users should be possible, making them take part in the process shaping stage. The task of the IT staff will be to think about how to transform the process model into user applications and how to connect the process with existing systems. Consider that fast test deployments without user feedback can make the difference between a BPM implementation that is adopted quickly and one that is abandoned immediately.

    4. Select the tool according to your needs: Each BPM solution is conceived for different audiences: business executives need to follow up the processes with a major focus on control and efficiency; developers usually would rather have open source BPM solutions for their code transparency and the availability of more affordable complementary solutions; users prefer something simple and user-friendly. You also have to consider the costs of ownership. Proprietary solutions normally have a “per seat” licensing cost, while open source solutions tend to cost less.

    5. Choosing a champion to manage the implementation process. The champion role, preferably with technical experience, is that of supervising and leading bPM implementation, supporting the choice of BPM routines and overcoming resistance to changes.

    6. Setting milestones: Based on a solid case in the short and long term it is possible to understand the scope and goals for the organization. Milestones and a reasonable timeframe for each phase should be included.

    7. Delivering results in the short term: The first benefits of implementation of BPM must appear quickly, so it is necessary to define deliverables that are based on results and that are something that people really can see or use.

    8. Promote collaboration: Communication and participation among the concerned parties is essential during implementation. Work must be done in collaboration with all those involved, trying to understand the day-to-day problems faced by workers in the actual processes involved. It is recommended to rely on collaboration tools (common repository, forums, mechanisms for discussion about the project, ways to notify, etc.)

    9. Measuring results: Measuring results is essential if the BPM plan requires adjustments, based on data that allow to measure aggregated value. It is recommended to establish a means to collect the data, such as key performance indicators (KPIs), which can be included in dashboards and graphs.

    10. Count on professional services support: Expert knowledge and experience ensure quicker results. For example, in software implementation, a design or calculation error could have an impact on the operation and overall investment. Hiring an expert can be costly at first, but experience and knowledge transfer always add value.

    To implement these practices, it is recommended to create a BPM Center of Excellence where knowledge and resources can be focused to achieve economies of scale, with a shorter response time and lower costs, with: the right people who define the best practices, with reusable components, in stable and monitored environments.

    Challenges to implementing BPM

    • Lack of commitment and executive support.
      BPM requires a change in corporate culture, from business leaders to each and every one of its collaborators. The main resistance stems from ignorance of the benefits of change, especially if there is a perception that the changes could change their employment situation or their position in the organization. Corporate executives should promote the qualitative and quantitative benefits of BPM to stakeholders.
    • Unclear business goals.
      BPM project teams must clarify if the goal is a continuous improvement or process redesign. Business areas and the Information Technology (IT) area must be included to create a roadmap to launch and implement business process projects.
    • Inadequate testing structures.
      A business process is transversal, covering people and business units (IT, finance, HR, operations, etc.). Lack of performance testing and its impact on lines of business can lead to failures, unforeseen errors, operational disruptions and even security risks. When implementing a BPM system, companies should prepare test environments, security controls, and automated testing tools to measure process performance.
    • Confusion about the adequate tool for the proper work.
      There are categories of BPM tools to map, retrieve, capture, implement, automate, analyze and monitor business processes. Many IT decision makers don’t see a difference between tool categories for automation, process orchestration, and robotic processes.
    • Hidden processes, vulnerable to breakdowns.
      Business processes evolve as users find better ways to do things or solve minor issues. This results in hidden processes that had not previously been identified or may collapse if a person is unavailable, leaves the company or changes positions. Transparency should also be sought with clear communication about the company’s objectives, he said, which allows the team to focus on specific processes for automation.
    • Lack of visibility and process traceability.
      A common situation is that business processes cover different systems and people groups, with multiple and different exchanges. This hinders the visibility and traceability of processes, especially if there are external third parties such as suppliers and business partners.
    • Contracts and incentives of inflexible third parties.
      Existing contract agreements must be recognized and incentive structures that could prevent BPM initiatives. For example, a budget model that is subject to a fixed price quote could prevent opportunities to reduce costs and increase process efficiency.

    Conclusion

    Today, business processes must be aligned with the company’s strategy and constantly optimized to obtain better results. Over time, to manage processes, we have seen how it has evolved from workflow systems, to what is now BPM that relies on Process Mining, Workflow Engines, RPA and AI to support and manage key business processes.

    In that sense, companies must keep in mind that Digital Transformation is not a fixed goal, but is based on constant improvement. That is why BPM becomes the general plan to understand what happens in every aspect of the business (flows, people, inputs and technologies) and move towards efficiency and innovation.