Many business initiatives start at the top with executive ideas and designs before eventually trickling down. However, there are some corporate changes that start with regular workers and eventually move up the ranks to transform a company.This is especially true with business process management, a practice focused on empowering workers with the best methods for getting the job done. In many cases, employees end up looking at the tools they have at their disposal along with the tasks they have to complete and figure out the best processes on their own. As employees solidifying these processes and managers get on board, BPM gains often end up coming from bottom-up movements, BPM Leader reported.
Looking at a bottom-up approach for BPM
Managers and other employees who deal with core processeseveryday are often ideally positioned to identify better ways to complete those operations and pass projects between stakeholders. This allows them to develop innovative processes without much oversight from executives. However, this does not mean that letting workers determineprocesses is enough to maximize productivity and revenue. The report explained that few employees have the technologies and tools they need to automate processes unless business leaders make the effort to invest in such solutions. As a result, enabling BPM innovation within an organization often depends on managers being able to sell process improvements to their supervisorsuntil executives are convinced to put resources into BPM software.
While getting low-level employees to embrace opportunities to improve their day-to-day work may not be an insurmountable task, it can be difficult to get executives to buy into a new technological solution just because it will help workers. The news source said thatmanagers hoping to sell executives on the need for BPM software have to focus on the issues that matter to those business leaders, like quality of service and operational excellence, not necessarily how the plan will benefit employees.
Successful BPM deployments across the enterprise
In the end, successful BPM software deployments are often holistic,and take both high- and low-level employee needs into account. The best-case scenario is a solution that deals with emerging technological challenges, like addressing with enterprise social requirements, but does sousing the insights available from business executives and regular workers alike to maximize benefits across an organizational landscape.
Ben Farrell
Director of Corporate Communications
