Let’s be honest: “My mess for less” as a client expectation is officially dead. Instead, providers now have a seat at the table as partners. This is a tremendous opportunity for providers and clients alike to re-think what they want from the Business Process Management (BPM) relationship, and how they are going to set about achieving it.
How do we work together to meet these radically altered expectations? One possibility is to begin by re-imagining BPM with the end-customer in mind. That is very different from the traditional process-centric approach that has—admittedly— been extremely successful in bringing the BPM from the fringes to the center of global business. However, asking providers to implement solutions to fix specific problems and processes can only get one so far. To attain the next level in impact, participants need to understand that value is not created exclusively by perfecting the known, but also by imperfectly seizing the unknown.
That means acknowledging that the provider-client engagement needs to center not just around business processes but also the needs of end-customers. Here is a list of five ways that we could re-define the relationship and therefore its value potential based on end-customer centricity:
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16 December 2021
Banking and Financial Services
03 December 2021
13 June 2021