Insights success the 10 best performing bpm solution providers sept 2017

www.insightssuccess.com September 2017

Executive Talk

DANA REINER

Senior Director of Business Development and Delivery at Rulesware

Editor’s Opinion

BPM Implementation Opening the Door of Efciency in Business Processes

A Leading Provider of BPM, Workflow & Rule Technology

Editorial

O

ver the last ten years, technology has been the biggest tool of change, which doesn’t seem to slow down a bit. The software that was very important yesterday might seem old school in front of the software available nowadays. In recent years Business Process Management(BPM) tools have started to offer a lot more simplicity, and features than ever before.

With more simplified UI and features, many more businesses are recognizing the importance of BPM. Thanks to the promise of getting rid of bottlenecks, reducing expenses, and improving efficiency that is hard to ignore.

Additionally, businesses that are already using some form of BPM software are eventually expanding their usage across the board which is resulting in a better integration.

BPM: Running Businesses Efciently Since Inception

One of BPM’s key aspect is the ability to monitor different processes through analytics, and for any of the organization being able to analyze and optimize processes on the go is quite hard to pass on. It’s a type of feature that is available on few software for quite some time now, but thanks to much improved and accessible technology, the ability to track and monitor in real time has gone up by few folds, which eventually helps to spot problems much earlier even before they leave any negative impact. With the more and more recruitment of staffs who rarely visits an office, it is extremely difficult for organizations to collaborate, and ensuring that every employee knows their todo list and responsibilities. Here BPM rescues by helping to improve workflows with the easier collaboration that is possible through shared software tools.

So, over the years BPM works for the benefit of both employees and the employers and with each passing day, it is becoming more and more agile and responsive enough to deliver the data in real time in a way that can be easily analyzed and acted upon. The BPM technology is there now to offer the data in real time and organizations should adapt to the ever-changing landscape and customer demand, as there’s no excuse not to use BPM to achieve the best results possible.

Kaustav Roy

Editor-in-Chief Pooja M. Bansal Senior Editor Ariana Lawrence Managing Editor Kaustav Roy Co-Editors David Smith Abhijeet Parade Sourav Mukherjee Visualiser David King Art & Design Director Amol Kamble Co-designer Alex Noel Picture Editor Vijaykumar Dudhbhate Art Editor Mayur Koli Business Development Manager Mike Thomas Nick Adams Marketing Manager Philip Walker Business Development Executives Andy, David, Peter, Kevin, John, Brian Research Analyst Jennifer Circulation Manager Robert Database Management Steve Technology Consultant Swapnil Patil sales@insightssuccess.com

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CON

S COVER STORY

Decisions: A Leading Provider of BPM, Workow & Rule Technology

08 THOUGHT LEADERSHIP

12 Executive

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Talk Why Business Transformation Projects Fail And How To Fix Them

Companies amid the Digital Transformation Storm ARTICLE EDITOR’S OPINION

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BPM Implementation - Opening the Door of Efciency in Business Processes

EDITOR’S PICK Vitality of R&D in an Organization's Growth

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22 BPM-D:

Comindware:

The Innovative and Reliable Business Partner

Helping Organizations to Perform Better

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32 PerfectForms:

Pericent Technologies:

Enabling Businesses to Build Custom BPM Solutions without Coding

Simplifying Business Experience with Enterprise Solutions

34 Trisotech: Leading the Way in Digital Transformation

BPM: Reducing Human Error and Miscommunication to a Great Extent

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ith the goal of reducing human error, miscommunication, and focus stakeholders on the requirements of their roles BPM came into existence. BPM is a subcategory of infrastructure management, which is an administrative area that completely focuses on maintaining and optimizing an organization’s equipment and core operations.

Nowadays BPM is often a point of connection within an organization between the line-of-business and the IT department. Two languages named Business Process Execution Language and Business Process Management Notation were created in order to facilitate communication between both the departments. To felicitate easy learning both the languages are quite easy to learn, additionally, both the languages adhere to the basic programming, so processes designed in any of these languages are easy for the developers to translate into a hard code.

So, with the same enthusiasm we have shortlisted “The 10 Best Performing Business Process Management Solution Providers 2017”, where we are highlighting companies who are bringing revolution in the world of technology.

Our cover story, Decisions is the largest provider of BPM, Workflow and Rule Technology headquartered in Chesapeake, Virginia.

It is always fascinating to know the story of every company that we have listed: Comindware Inc.: It is a fast-growing, global enterprise software company delivering innovative Business Operations Management solutions enabling performance and efficiency optimization, PerfectForms: The organization is a flexible online form building application that also encompasses workflow and business process management (BPM) capabilities, Pericent Technologies: A next generation enterprise software platform simplifying its customer’s business experience, Trisotech: A global leader in digital enterprise solutions, offering innovative and easy-to-use software tools that allow customers to discover, model, analyze and find insights into strategy, decision making and operational processes in their digital enterprise, BPM-D: it helps organizations to focus on what really matters, improve in the right context, and sustain the progress to deliver real benefits. Also, while flipping the pages of the magazine don’t forget to go through Rulesware: The organization helps leading organizations achieve business transformation. We do it by developing and implementing strategic Pega applications that optimize business systems & processes under the Executive Talk section, Companies amid the Digital Transformation Storm by Prof. Dr. Marco Mevius, Chairman of the Board and Founder bamerao AG, and Florian Kurz, CEO and Partner bamerao AG under the section of Thought Leadership, and BPM Implementation: Opening the Door of Efficiency in Business Processes under the section of Editor’s Opinion.

Cover Story

Carl Hewitt Co-founder, CEO & Chief Architect

A Leading Provider of BPM, Workflow & Rule Technology “We have a feature rich platform that can handle nearly all use cases without any code”

Cover Story

H

aving spent most of his career in enabling enterprises to change rules and change business logic faster, and more reliable, Carl Hewitt had an inherent passion for process automation. He had previously started two successful software companies, but his passion for transforming businesses was calling him to do more in the process automation landscape. He thus, joined hands with the core team he had worked with for a decade, and set the foundation of Decisions. Built on over a decade of trying to find ways to make business logic something a business user can configure, Decisions was named after its core value; to put automated decisionmaking power in the hands of decision-makers.

Headquartered in Chesapeake, Virginia, Decisions is now a leading business process automation platform, equal parts workflow and business rules engine. Its unique combination and integration of these two functions, combined with a no-code graphical design environment empowers business analysts to create, edit and maintain workflows and business rules. Unlike other BPM vendors who tend to live at the extremes of either simplicity or capability, Decisions has found success with a balanced approach among these principles. Its platform can be configured to meet true business users with specific business logic in a software application that they need to own and change, while also maintaining enterprise level capability for power users to create anything using its drag and drop designers that a developer could write using code.

Being a product centric company, Decisions puts its product at first, second and third priority. While many of its competitors have a larger marketing and sales focus, Decisions has put its resources into developing its product furthermore. It has a feature rich platform that can handle nearly all use cases without any code.

“We are a company of process loving nerds” Combining a Comprehensive Set of Capabilities with a Consistent Design Paradigm The key challenge today is managing complexity in a digital world. Automation platforms and business rule engines that are very simple and allow people to get started really quickly are often very constrained and lack the ability to solve real business problems, while truly capable platforms are often too complex for business users to learn and adopt. Decisions combine a comprehensive set of capabilities with a consistent design paradigm. It helps

organizations in their digital transformation. More and more data is being collected in more and more places, be that different systems of record, IOT data, or social media platforms. Decisions connects this data with business rules and workflow to enable business people to rapidly design and maintain their business processes in a no-code design environment.

Since its formation, Decisions has focused on two major factors; engaging the right people with ownership over certain business logic and focusing on the right outcomes.

Engaging the Right People with Ownership over Certain Business Logic This is a key tenant of why BPM exists, and while the industry is not necessarily young, Carl doesn’t think this problem has been fully addressed today. This is due in large part to how quickly businesses evolve in both their need for more data and the skill sets and expectations of their employee, partner, and customer base.

“This is one of the most common reasons why we see many of our customers running away from COTS (commercial off the shelf) solutions and towards Decisions; you can adapt Decisions to fit your business process exactly instead of adapting your business process to fit the tool that you purchased,” Carl affirms.

Focusing on the Right Outcomes Carl believes one of the most interesting parts of Decisions’ journey is how they started with an OEM first go-to-market approach, where they would find and work with partners who wanted to add this BPM level of configurable capability to their product(s). “A common thread that we’ve seen working with other software companies in this effort is how workflow can have so many different definitions and connotations. We’ve seen this in our direct sales business as well, where organizations get so caught up in what they could track or automate that they start to focus on having a “process for every process” instead of what the business outcomes should be. If you ever join us for a demo you’ll likely hear us repeat several times that workflow, and ultimately Decisions is about getting work done,” he adds.

A Trailblazer Passionate about Process Automation Carl Hewitt, the CEO and Chief Architect of Decisions leads the company from its very front. He has been doing business programming as an independent computer consultant since 1987. Decisions is the third venture of the founders. The first company, OOP.com, was founded in the 1990’s and sold in 2001 just prior to the .com bust. The second company, Transparent Logic was founded soon thereafter and sold to Symantec in 2008. Decisions was

founded in 2010 and with the current release 4.0 of Decisions, the founders will admit that they have finally built the product that they envisioned back in the 1990’s.

Besides, Carl has served as Director of Research and Development of Professional Support Inc. from 1997 to 1998 and was responsible for developing, evaluating and selecting new technologies to build a state of the art Java based distributed healthcare system. At PSI, he developed an application framework (Java Business Object Toolkit -JBOT ). Carl served as the System Architect of Christian Broadcasting Network from 1995 to 1997 and was responsible for project leadership and development of a client server application framework.

Focused on the Customer and not the Competition From its inception, Decisions has focused on the customer and not the competition. “We don’t regularly watch our competition but rather react on the feedback from our customers and our understanding of the needs of the BPM market. With that said, when we go head-to-head against other BPM vendors our success rate is high. Along with our feature/price advantage, we encourage all our prospective customers to take part in a “free” proof-ofconcept (POC). When conducting this POC we dig into our client’s work processes and build out an important area, free of charge, to show them how the Decisions platform can solve their specific problem. In this way, clients can gain trust that our solution can truly deliver results,” Carl explains.

Typically, Decisions gets involved in an initial project that will soon expand to cover other aspects of its business. It may begin with one particular problem area but soon gets involved solving additional process automation tasks.

Apart from that, Decisions has a very high customer retention rate and along with periodic status meetings, regular webinars (usually 2 per month) and free training events (4X per year) are conducted regularly keeping the team connected with its customer base.

High Responsiveness and Unparalleled Support Decisions’ customers rate the company extremely high on its responsiveness and support, which it measures and tracks religiously. “We have a large team of US based support personnel (25+) that regularly answer customer support calls and questions. We are there to answer specific questions as well as to provide advice and best practices. This open conversation culture that we create with our customers puts us in a position to rapidly evolve our offering, especially with how closely our R&D team works with our support team to escalate not only bug related issues, but commonly asked questions and feature requests,” Carl says.

Success = Knowledge, Passion and Exceeding Customer Requirements Being a successful entrepreneur, Carl believes there are three main ingredients for entrepreneurial success. The first among them is to have domain knowledge and skills in the area you are working. “That almost goes without saying, but we believe that a successful technology company should have strong technical capabilities. The Decisions platform is ideal for startups as the learning curve is low and we have a large number of clients who have built their entire application on our platform,” he later adds.

The second ingredient Carl believes is a passion for the work you are doing. Running a start-up is tough and you will certainly run into your fair share of tough times. When those time times come you need the passion to sustain you through the rough patches.

“Our technology is deployed as the basis of multiple commercial applications in medical, nance, logistics and operations software”

According to him, the third ingredient is to make something that customers will pay for. This sounds obvious but there need to be willing customers who will pay for your services. With these three ingredients you would have a high chance of success.

Future of Endless Solutions Decisions has been a company of process loving nerds, due to which it will continue to adapt to new technologies making its application more portable, able to leverage low cost on demand cloud infrastructure for more dynamic processes, and improve collaboration tools that allow the citizen developers to work together more seamlessly.

“We also have a lot of plans to raise the awareness of the value of process automation to the executive level of the organization by more robust and visual dashboarding that is automatically tied to key performance indicators. This kind of capability has the added benefit of allowing us to make a rule engine and a workflow engine that can analyze transactions, learning from them and making your organization a smarter organization,” Carl concludes.

EXECUTIVE TALK

Setting Business Transformation Initiatives Up for Success T

he term “business transformation” (BT) may be a buzzword now, but BT is a longstanding practice—and has been the focal point of my 25year career in technology.

BT has evolved from other names like Business Process Reengineering and Digital Transformation. New practices have sprouted up over time to support it, too, including customer experience management, lean process management, continuous improvement and business process management.

From my perspective, however, the definition is simple: business transformation describes the adjustments that an organization makes to People, Process and Technology in order to address changing market conditions or, occasionally, to proactively reinvent a company or function.

Market conditions are constantly in flux and can change as a result of technology shifts, new regulations, competitive pressures, business priority changes, changes to product offerings or evolving customer engagement expectations.

The cause of the change generally dictates whether BT should occur at a business line or process level or if it should transform the entire organization.

Regardless of the cause prompting the change, I’d caution you against thinking of BT as a goal unto itself. Keep in mind that it should be the process that underpins support for

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a well-defined strategy and it is only successful when People, Process and Technology are aligned with that strategy.

People, Process Then Technology When I talk about People, Process then Technology, I do emphasize the order of those elements. Your first step is always to get the right people in the right roles. The next priority is to understand your current processes and to determine how those processes should evolve. Last is technology. As a technologist, I am obviously passionate about the role that technology plays in BT. And I do think it is extremely important to select the right technology.

However, I find that BT initiatives often fail for reasons which have nothing to do with technology. I’ll discuss People, Process and Technology in further detail below.

People It’s All About Alignment Lack of alignment is the single greatest cause for the failure of BT initiatives. Alignment among stakeholders, alignment between the business and IT, alignment of the program and business case with the corporate strategy and priorities—all of these elements are critical to success.

The most effective BT firms have a strong focus on governance and alignment, and their project leaders are true consultants. They work with the client to define a solution vision which lays out the scope, ensuring that it is mapped

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About the Author Dana Reiner is the Senior Director of Business Development and Delivery at Rulesware (www.rulesware.com), a Business Transformation consulting rm that focuses exclusively on the gold standard of Business Transformation and BPM technology, Pega.

DANA REINER Senior Director of Business Development and Delivery at Rulesware

to the client’s business strategy and priorities. They also extract the right requirements to support that vision, rather than asking the client what they want or telling them what they should do because it fits their model of doing business.

In most cases, BT firms will use additional resources on-, near- or off-shore to support projects. While organizations tend to think of location of resources as tied most closely with cost, location has a much more pervasive impact on alignment. For example, if business analysts, developers, testers, PMO, etc. are all completely aligned, there is more efficiency, higher quality and less rework. By having development and testing in the same time zone as the rest of the program, teams can effectively communicate and collaborate for better results.

Voice of the Customer (VOC) Is Critical It is critical to enroll the customer in the BT process. If the initiative is in direct support of a customer engagement, then focus group and direct client feedback is essential. If it is an internally-focused initiative you’re working with, business participation is essential. Often, the time of key business stakeholders is hard to come by. However, they will lose more time addressing sub-par transformation results than they will if they commit to being active participants in the process. Try to have direct business involvement, rather than proxies or intermediary groups. If 100% participation in the projects isn’t possible, at least have very frequent checkpoints.

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In his 25-year career, Dana has worked with and for some of the most distinguished names on both sides of the transformation equation — on the software side and on the consulting side.

His diverse experience comes from a variety of industries and spans in size from small to mid-size up to some of the largest global organizations.

It Isn’t About Good Requirements, It’s About the Right Requirements Good consultants will not just gather requirements. They will strive to understand the business objectives and work with the client to extract the right requirements for that phase of the project, and will ensure that the scope is appropriate from a technology perspective. A consultant’s skill in this area is paramount. A missed requirement costs orders of magnitude more to correct after you are in production and can affect not only the cost of development and testing, but also time to market and user adoption.

More than an Afterthought: Culture, Adoption and Communication I always recommend having wins for three levels of constituents within each iteration of a BT program. Those three groups include: the end-users, business management and the executive team. Change is challenging for everyone, even when it is positive change. Having improvements at each constituent level that map well to the

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corporate priorities will ensure alignment with the corporate culture and ultimately accelerate adoption. Creating a communication plan at the inception of the project with defined touch points throughout—and, of course, executing that plan well—keeps everyone enrolled in the process and focused on tie-ins to the overall strategy. It is absolutely clear that setting proper expectations with the user community, senior executives and stakeholders has a significant impact on program success.

Process Where There’s Smoke, There’s Fire BT solutions shouldn’t chase symptoms, but rather should address root causes. Breakdowns in an organization’s processes can be great divining rods that uncover root causes, and when those causes are addressed with a comprehensive BT strategy, the symptoms are corrected as part of the process.

Embrace a Methodology, Don’t Create One When it comes to software delivery lifecycle (SDLC), there are several methodologies which can be successful. While I am personally a fan of Agile/scrum, I recognize that programs can be very productive leveraging other methodologies, such as Waterfall. The important thing to remember here is to select a methodology that’s proven and fits your program and goals well, and then to adhere to the chosen methodology. Don’t try to invent your own methodology because it is challenging to implement the required organizational and cultural change.

Proper Governance Ensure that you have the proper governance in place to manage and oversee the project based on the methodology you choose. Use tools that provide transparency and management of the process. Most importantly, embrace and learn those tools yourself. Don’t expect to have a project “done to you” and achieve the goals you desire.

Leveraging consultants and partners is fine, but ensure that they are enabling your organization to allow your people to manage the program and learn from those consultants.

And Now…Technology There are specific characteristics of technologies that are imperative to a successful transformation project. Most important is flexibility. Since BT is a journey rather than an event, and because it is often impossible to anticipate future needs, your technology must be flexible. It is better to iterate and evolve than to rip and replace.

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Next, in terms of imperative technology characteristics, are scalability and power. The future is hard to predict, and the last thing you want is to successfully launch a new capability, have it be wildly successful and then find out you can’t scale to meet your maximum demand. While overbuying may not make sense, being able to add capacity, computing power, users, and so on, is important.

One final note on your core transformation technology: embrace it. Enable your people. You don’t have to do all of the work yourself, but do ensure that your people truly understand the technology and have effective tools in place to govern and manage the deployment and maintenance.

This may take time. So, when you bring in those consultants to help, make it clear they are doing it “with you” and not “to you.” Send your people to training before the program begins and have them work with your selected partner through the whole process. Allocate extra time and budget for your people to become enabled. Adding your people to the consultant’s team won’t speed things up, it will slow them down. Plan for that. Have them educate and guide you to the right conclusions and understand why they were the right conclusions.

About Rulesware Rulesware helps leading organizations achieve business transformation. The firm does it by developing and implementing strategic BPM and business transformation applications that optimize business systems & processes.

And they do it right the first time. Rulesware’s near-shore engineers operate as remote employees. Having a nearshore delivery team has been transformational for Rulesware, and for their clients. Unlike many other BPM consultancies, they do not outsource work to India or China. Instead Rulesware has full-time employees at their near-shore offices in El Salvador and Mexico (both in the Central time zone), working hand-in-hand with the clients.

The company works with the clients across diverse industries, each with their own unique business issues. Its exclusive focus on Business Transformation gives the clients confidence that they will receive the very best thought leadership as they increase organizational effectiveness and customer satisfaction. They are fiercely proud of their extensive and exceptional track record of delivering results-producing BPM projects on-time and onbudget. Rulesware is prouder still of the truly transformative results they’ve helped their clients achieve.

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Company Name

Management

AINS ains.com

Mohinder Goswami Founder, President & CEO

BPM-D bpm-d.com

Managing Director & Co-founder,

Comindware Inc. comindware.com

Max Tsypliaev

Dr. Mathias Krichmer Peter Franz Managing Director & Co-founder

Founder, President & CEO

Brief AINS provides comprehensive Information Technology (IT) services to federal, state and local governments, educational systems, health institutions, and commercial customers. By offering a single point of service for designing, installing, implementing, and supporting Commercial-Off-The-Shelf (COTS) and custom solutions, AINS is able to help our customers make best use of technology in support of their business.

BPM-D helps organizations to focus on what really matters, improve in the right context, and sustain the progress to deliver real benefits Comindware® is a fast-growing, global enterprise software company delivering innovative Business Operations Management solutions enabling performance and efficiency optimization.

Decisions decisions.com

Carl Hewitt Co-founder, CEO & Chief Architect

Decisions is a leading provider of BPM, Workflow and Rule Technology headquartered in Chesapeake, Virginia.

Newgen software newgensoft.com

Diwakar Nigam Chairman & Managing Director

Newgen Software, is a provider of Business Process Management (BPM), Enterprise Content Management (ECM), Customer Communication Management (CCM) and Case Management solutions with large, missioncritical solutions deployed at world’s leading Banks, Insurance firms, Healthcare Organizations, Governments, BPO’s & Telecom Companies.

PerfectForms perfectforms.com

Paula Selvidge CEO

PerfectForms is a flexible online form building application that also encompasses workflow and business process management (BPM) capabilities.

Pericent Technologies pericent.com

Sanjay Sharma CEO

Pericent Technologies is a next generation enterprise software platform simplifying its customer’s business experience.

Rulesware rulesware.com

Signavio signavio.com

Trisotech trisotech.com

Dana Reiner Senior Director of Business Development and Delivery

Dr. Gero Decker CEO

Denis Gagne Founder

Rulesware helps leading organizations achieve business transformation. We do it by developing and implementing strategic Pega applications that optimize business systems & processes.

Signavio was born out of an obvious need for a more collaborative and accessible approach to process management. Four students at the Hasso Plattner Institute in Potsdam, Germany saw that process management was either non existent or completely unmanageable for many companies—there was no way to share knowledge between employees or departments.

Trisotech is a global leader in digital enterprise solutions, offering innovative and easy-to-use software tools that allow customers to discover, model, analyze and find insights into strategy, decision making and operational processes in their digital enterprise.

EDITOR’S OPINION

BPM

ImplementationOpening the Door of Efficiency in Business Processes

L

ike most technologies, the evolution of Business Process Management (BPM) has been meteoric in the last few years.

There have been great improvements within the industry, and initial adopters have come a long way on this journey to experience these monumental advancements. To attain or maintain success in this competitive business world, it is highly imperative that businesses consistently and continuously improve their processes. Processes play a vital role in helping companies of all sizes, to achieve their business goals and strategies.

BPM is a powerful tool for businesses to keep all aspects of their operations running in optimum condition. It is a ginormous concept that incorporates analysis of business processes, automation, optimization, workflow designs, and business strategy.

BPM and its supporting technologies (BPMS) involves a management approach and procedure leveraged to address strategic business complexities by permitting businesses to grow or operate in an economical manner with desired visibility, flexibility and speed. This approach enables benefits across numerous business facets. For a successful BPM implementation, it’s essential for companies to understand and devise an effective plan beforehand.

Key Elements to Consider for Successful Implementation of BPM Understanding the Goals Beforehand It is essential for businesses to ask themselves the purpose behind their implementation of BPM. The questions that need to be asked should include: Ÿ What are the processes that have been focused on? Ÿ What changes need to be made to improve the process? Ÿ What should come out of that process?

Grabbing hold of these set of answers builds confidence, courage, and understanding, which helps businesses to implement BPM programs successfully.

Choosing a Suitable BPM Software Just like a third person, who cannot determine and provide an opinion on what sort of car one should drive, there are vast number of individuals who are ready to force-feed their opinion regarding which BPM software one should use. Ultimately, it’s the company and its team members who can and should determine the rightful BPM software solution that quenches their need. A suitable software would be one that allows easy collaboration and communication, with a clear and precise workflow definition in place. Additionally, it must also offer an enterprise with extensive customization options, as the processes are unique for every organization.

Continuous observation and monitoring after implementation One cannot step away from the scene after the culmination of BPM implementation. It is vital for organizations to understand their standard of performance, to measure and compare progress or deterioration afterward. Observing, measuring, and finetuning the process in a tactically manageable manner, makes the BPM program of an organization better and ready for expansion to other processes.

Benefits of a Good Business Process Management Enhancement of Efficiency Implementation of a sound BPM program enhances the efficiency of business functioning tremendously. The common

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challenge for many organizations has been an inefficient business process, which leads to an overall increase in wastage, predominantly in time and money. BPM sheds a fresh light upon this by addressing the prevalent issues existing within the business. Therefore, it aids in recognizing and eliminating inefficiencies and reduces lead time in terms of implementing and enhancing business processes. Business processes that are accurately optimized for efficiency, reduce cost and save precious time.

Provides Visibility and Transparency of Process Another significant challenge that companies are facing nowadays is the inability to manage the process or task service levels and to identify where process snags exist. BPM solutions provide businesses with process visibility and transparency. The refined software programs of BPM enable process owners to keep track of performance and view business process functioning in real-time. This allows disclosure of how processes are working without any need for an extensive labor or monitoring techniques. Enhanced transparency allows management to modify or alter structures and processes efficiently while keeping track of the outcomes.

Optimum Business Agility The need for a company to be flexible and agile in today’s competitive world is of immense importance. Companies whose processes are inflexible to keep pace with the ever-changing marketplace requirements, customer demands and competitive trends, are most likely to get left behind. By offering the capability to modify processes in real-time, BPM provides businesses with agility. This drastically reduces the process cycle time and elevates the customer support system, thereby providing companies with a distinct advantage upon employing BPM solutions.

Like most worthwhile endeavors, BPM implementation requires hard work and effective planning to reap its huge benefits in the long run. BPM fills the gap in process management and avoids the pitfalls of purchasing multi-technology solutions by providing a variety of unparalleled solutions.

Defining and Modeling

Optimize

BPM

Test and Deploy

Execute and Monitor

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BPM-D: The Innovative and Reliable Business Partner

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pplying BPM discipline is years, where he led the global of vital importance and business process lifecycle there is no denying in that. management team as the Managing However, it also demands Director. Before Accenture, he innovative approach and business served as a CEO of the Americas partner who will take care of the and Japan in a mid-sized consulting process for you. One such and software company named IDS innovative and reliable business Scheer for seventeen years. He partner is BPM-D that helps specializes in digital business organizations to increase transformations and the set-up of performance and productivity process management organizations. through cross functional business Peter Franz Dr. Mathias Krichmer Additionally, he has been teaching Managing Director Managing Director and information technology at the University of Pennsylvania & Co-founder & Co-founder initiatives faster, but at minimal for more than eighteen years and risk. The organization is an expert in has published as much as eleven establishing and applying a BPM books.

Other than that, he is a visiting approach to process management and discipline providing better value professor at the Business School of improvement. through systematic strategy execution Widener University and the in a digital world. With years of Universidad of Chile. Back in 1984, he Pillars of the Organization experience in the world of BPM, the received a research and fellowship organization was set up. All the from the Japan Society for the At the end of 2013, BPM-D was coofferings of the company are based on Promotion of Science. He holds a founded by Dr. Mathias Krichmer, the BPM-D Framework which Ph.D. in Information Systems from Managing Director and Peter Franz, eventually increases value through Saarbrucken University, a master’s in Managing Director.

BPM, and speeds up various initiatives Business Administration and Computer and reduces risk. The offerings support Science from Karlsruhe University, as Before the foundation of BPM-D, a completely focused and dynamic well as Master’s in Economics from Mathias was with Accenture for seven Paris-IX-Dauphine University.

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“Be a leader in enabling the journey to the next generation enterprise in a digital world” The other co-founder, Peter is based out of London and has been working at the forefront of Business Process Management for quite a long time, as a part of a thirty years career with Accenture. Since the foundation of BPM-D, he has continued to assist a number of companies in strategic execution and in order to establish BPM discipline. Peter has a deep understanding when it comes to the application of Business Process Management discipline to drive real business results. He is also an author of a book, on this subject and has developed related executive-level courses that can be adapted to various audiences. Peter holds a Master’s Degree in Information Systems and a Bachelor’s Degree in Computer Science from the University of Witwatersrand in South Africa and is a Certified Business Process Management Professional.

Tackling Rough Patches BPM-D believes that there’s still a lot of confusion revolving around the BPM industry and many of the organizations don’t have the idea regarding what BPM really is. So, many organizations are finding it very difficult to recognize the perfect timing and need of implementing BPM solutions. However, due to more and more a consensus in practice as well as in academia that BPM is a key catalyst to move strategy into people and technologybased execution at pace with certainty, which eventually helps to create an integrated and consistent view on all BPM related services and software products.

BPM-D positions itself as a key enabler when it comes to strategy-execution in the digital world, helping various

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organizations to establish and apply the discipline needed to improve efficiency quickly, enhance the client experience, standardize processes and get a full value from processrelated technologies. Having been in the industry for only three years, BPM-D has already worked with more than forty small-, medium-, and large-sized businesses as well as provided training to over 400 executives in the company’s value-driven process management approach.

Creating Superior Value and Tackling Rivals BPM-D believes that process management is a way to create better value by working across different departments and aligning business & technology. So, BPM-D can help companies to realize the full value of digital initiatives, like robotic process automation, but can also help to reduce costs, cycle times, or increasing customer experiences in a traditional setting. BPM-D is the expert in establishing and applying the disciple of BPM, providing better value through systematic strategy execution in a digital world.

All the BPM-D offerings are based on the patent-pending BPM-D Framework. The offerings support a focused and dynamic approach. The framework speeds up process initiatives, minimizes risk and enables the development of tools and methods to establish a BPM discipline in an organization, which is fast and at minimal risk.

Presently, the organization integrates its different tools into one cloud-based application for the management of a BPMDiscipline. The patent-pending new framework, Innovation potential through the close link to academia and deep, relevant practice experience differs BPM-D from other players in an ongoing race in the BPM space.

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Comindware: Helping Organizations to Perform Better

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ith the goal of reducing human error and miscommunication and focusing stakeholders on the requirements of their roles, BPM is the new fad in tech industry. Often, BPM is the point of connection between the line of business and the IT department. Thus, took place the foundation of Comindware – a fast growing, global enterprise software company – delivering innovative Business Operations Management solutions and low code workflow management software that empowers non-technical users to design, automate, and modify their processes, such as budget and contract approvals, financial requests, HR requests, etc. Comindware’s solutions make easy for users to create and operate with graphical workflow builder, so they don’t have to deal with IT to get things done.

Comindware is the first choice for those clients who realize the waste and risk related while using Excel and 22

its clients’ businesses, such as Hertz, Aetna, CVS Pharmacy, Anthem, and other well-known US companies.

Max Tsypliaev

Founder, President & CEO

Outlook for handling requests. The company’s product, Comindware Tracker is a web based tool that is well suited for the workflow automation needs. It supports social communication within workflow tasks, collects all the details like documents, files and discussion threads per request, and makes workflows both transparent and effective. Comindware Tracker is widely used across all industries, departments, bringing transparency in

Mision & Vision According to Comindware, in order to succeed in the highly competitive and interconnected global environment, businesses need to stay on top of their operational efficiencies and deliver the best possible experience to their customers. With software proving to be a key business enabler, today, this calls for top to down rethinking of enterprise digital strategy and undertaking of a comprehensive digital transformation. To enable this transformation, Comindware provides a Business Application Platform comprised of next-generation OOB components sharing a fully open and scalable foundation and a complete set of consulting and implementation services. This, in turn, ensures a comprehensive and digital-driven approach to corporate performance maximization. | SEPTEMBER 2017

“Change the way you manage your business today!”

When a Successful Entrepreneur Took the Charge Max Tsypliaev is the Founder, President and CEO of Comindware. Max has a combined experience of more than fifteen years as a successful entrepreneur and business executive of software companies. As the Co-founder of Acronis and Parallels, Max helped both to become multimillion dollar companies which eventually became market leaders in backup/disaster recovery, storage management, and automation solutions.

Back in 2010, Max was involved in the growth of several successful businesses and had real-time insight into challenges of his clients. He realized there was a huge gap in how businesses were running those days. Max then looked at the existing solutions that were available in the market, however, he could not find any that would fit perfectly. So, he created the Comindware team, which took the initiative to build a platform for collaboration, and also took a radically new approach at how data was being managed to eventually come up with an innovative Elastic Data technology. These two later became the main building blocks for further product development.

Coping up with The Industry Challenges According to Comindware’s clients’ feedback, the biggest challenge in the BPM industry is digital transformation speed. Businesses struggle to have process-based app development in the hands of users who pay an obsessive attention to actual business needs, which alter consistently.

The Comindware Tracker that was started as a platform of collaboration merged social features with low-code app development capabilities to address the challenge and make it possible for non-technical users to create their own business apps and get in the control of business processes.

Nowadays, BPM vendors are moving to enterprise platforms that merge a vast range of capabilities and is capable to deliver a single platform that can aggregate resources, data and content, application and interface layers support social collaboration and all work management methods, and ensure that neither process, project or case is isolated and would have been done alone.

Future Roadmap and Advise to Young Entrepreneurs While working with more and more customers over the years, Comindware has learned a lot about various business challenges and needs of their clients, which has eventually pushed the organization and its software into new directions. Thanks to Comindware Tracker, businesses can successfully start their digital transformation process, and one-day demand classical BPMS and case management (ACM) features. This prompted the company to decide ondeveloping another product, which is now in its betaversion stage. Once fully developed, this low-code platform will support process, case, and project management and will help businesses to manage all the needed data, resources, and communications in a single cloud based system and build business apps with minimum coding and upfront investment in implementation, maintenance, and training.

According to the company, this product will be a wonderful fuel for rapid digital transformation for many businesses.

Max believes while building a company, every young entrepreneur must have the efficiency in mind while finding the right people for the right roles. The company also believes that commitment to a client’s success and both collaborative and flexible approach to value delivery is the key to business success.

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PerfectForms: Enabling Businesses to Build Custom BPM Solutions without Coding

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usiness Process Management (BPM) has evolved from being the purview of big enterprises with deep pockets to being an essential element of success among businesses of all sizes, and in all industries. Established in 2008 and based in Carlsbad, California, PerfectForms is a web-based application development platform that enables anyone to build custom BPM applications without coding.

and offers a broad range of flexible design options for the user interface.

PerfectForms empowers those closest to the business challenges to implement solutions directly, without any programming knowledge.

Paula Selvidge PerfectForms is designed so less technical users can automate business processes across all departments, including HR, sales, finance, IT, and others, resulting in measurable efficiency gains and smarter decision-making. Recognized as one of the 10 best-performing BPM solution providers for 2017, PerfectForms has disrupted the development of custom BPM solutions, empowering customers to create BPM applications that are customized to their needs.

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CEO

Exclusive Benefits of PerfectForms Plenty of BPM solutions exist, so it takes exceptional features to make one choice stand out from the rest.

PerfectForms offers a web-based development platform that enables anyone to build online forms, BPM applications and reports without writing any code. The no code platform reduces reliance on IT, supports rapid application development, improves scalability, supports data integration,

Ÿ Ÿ Ÿ Ÿ

With BPM solutions built with PerfectForms, you can: Ÿ Reduce dependence on technical resources Ÿ Minimize development and deployment time Ÿ Easily modify and scale solutions to meet changing requirements Enforce workflow compliance Integrate with third party systems and databases Improve process efficiency Reduce operational costs

BPM Industry Challenges One of the biggest challenges in the BPM industry continues to be having strong executive sponsors or champions to help drive changes | SEPTEMBER 2017

“It doesn’t matter if you need to build one simple application or automate 100 complex workflow processes, PerfectForms can scale to meet your unique needs” across an organization. Business processes can span multiple departments, and a practical, supportive leader can remove political obstacles, secure funding, and ensure cooperation with resources across departments.

Additionally, the BPM industry focus is no longer solely about internal efficiency. Today’s BPM also encompasses external value creation. It is evolving to help drive strategy execution and decision-making, especially regarding reactions to market change. Implemented with skill, one result is ensuring better customer experiences.

A Leader Who Leads from the Front Paula Selvidge, PerfectForms CEO, has a Ph.D. in Human Factors Psychology, with an emphasis in Human Computer Interaction, and a Black Belt in Six Sigma. Her academic research and career focus has been centered around improving experiences for customers through user interface design and process improvement efforts in software development. A poorly designed user interface degrades performance, increases errors and frustrates end-users, so product usability and positive user experiences have been a major focus with PerfectForms.

PerfectForms was founded specifically to address the pain and inefficiency of relying on developers to translate business process requirements into user interfaces and the challenges of communicating the requirements effectively.

The cycles of rework to get it right can be so frustrating and time consuming. PerfectForms enables anyone to build BPM solutions without coding, which empowers the person with the most knowledge of the requirements to implement the solution. This approach reduces reliance on IT,

improves delivery speed and eliminates the need for detailed documentation.

Continual Focus on Providing Excellent Customer Service One reason PerfectForms has been so successful is our commitment to remain focused on meeting customers’ needs and striving to exceed their expectations. Great customer service is a critical differentiator and can help ensure brand loyalists and brand ambassadors. Positive interactions at every point in the customer interaction, from sales to account management to technical support, deepens the connection with the customer and their brand loyalty.

Every company makes mistakes occasionally, but customers are willing to overlook the occasional mistake, if a strong foundation of trust and customer service has been built.

The key to PerfectForms’ success is continual focus on excellent customer service and going beyond expectations.

From technical support to product development, PerfectForms is focused on providing the best experience for customers. Everyone says they listen to their customers, but at PerfectForms, the first place we turn when planning improvement strategies is to customer feedback.

Future Prospects Demand for no code platforms will continue to increase in the BPM space. Putting increasingly more powerful BPM tools in the hands of the actual business process stakeholders that enable them to meet their own needs, without coding, will continue to be a priority for the PerfectForms team.

PerfectForms continues to focus on user interface improvements that ensure ease of use, ease of deployment and expanded integration capabilities. Data must be easily shared across third party systems since business processes frequently span multiple departments and systems.

PerfectForms is well prepared to tackle the challenges in the evolving BPM space.

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THOUGHT LEADERSHIP

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omputer scientist Florian Kurz and Prof. Dr. Marco Mevius lead the bamero AG in close cooperation. Although both personalities sweep everyone around them with their energy and live on agile and process-centric approaches, they also complement each other with their qualities. Together they are well versed about their field of knowledge and can channel this competence in a result-oriented way with the bamero AG. Due to their steady character, passion and open-minded way of thinking, this duo can look back on the biggest achievements of the bamero AG. However, they are determined to anchor innovative business models on the market using a process-centric perspective. Florian Kurz and Prof. Dr. Marco Mevius are enthusiastic about pursuing this objective with much strength within the bamero AG, but they are willing to learn new things on their way and talk to any contact person of a customer to determine where the pain within running business processes originates. The central idea behind this is to support every customer from a strategic view of the business to the point of the operative transformation by managing the underlying business processes.

“Established companies and institutions traditionally fight for the biggest piece of the cake on the 26

market, though they could reinvent themselves to become the confectioner.” – Florian Kurz, CEO and partner Especially medium-sized companies are in the charming situation to realign their business model using new technologies to position themselves on the market strategically. Their growing economic strength combined with their yet flexible structures allows them to manage their business processes, including a new experience for their employees regarding processes and technology. The basic challenges of the digital transformation hereby are to answer which products and services are to be offered and how to address the “process experience”. Formerly products were sold, today it is services and it is going to be experience in the future, that is why we need to be agile!

Digitization means individualization.

Customers become co-customers and generate self-services.

“Within only short time the bamero AG became one of our most important strategic partners. Due to their methods used and their extremely quick perception, Mr. Kurz and his team are a tremendous gain for our business development. Initial successes were already evident after only a short time and most notably measurable. We are looking forward to continuing our

cooperation with bamero.” – Björn Scharnhorst, CEO Exportverpackung Sehnde GmbH The bamero portfolio exclusively covers services in a business process management context, although addressing it in different granularities.

Foremost bamero supports companies in the dynamic alignment of their business models. To support this claim bamero offers to concertedly organize the business processes including systems, roles and implicit requirements. On the one hand to complete the scope of services and on the other hand an attractive service itself the bamero also automates business processes.

Using an iterative and an incremental approach (M.E.M.O.®) the impact on short- and long-term successes can be measured throughout the projects.

M.E.M.O.® is an innovative way to extend the traditional business process management by agile concepts to operationalize the wish for digital innovation. The efficiency and effectivity of business process management projects can be improved significantly by adapting the four steps process analysis (map), process design (enrich), implementation (monitor) and execution (optimize) to agile software development approaches and assigning defined roles. Contrary to traditional, | SEPTEMBER 2017

Prof. Dr. Marco Mevius Chairman of the Board & Founder bamero AG model-centric approaches the purpose behind M.E.M.O.® is to explore the practiced process instead of process models – “more process, less model!”

The highly specialized team of the bamero AG lives and merges digitality and business process management in their DNA. This is the fundament to collaboratively and perfectly executed create tailor-made and highly innovative business models. The process engineers that currently work for bamero learned how to evaluate and develop the digitization of processes at the HTWG Constance.

Therefore, these process engineers are capable of consulting customers using their very knowledge instead of worn out reference guidelines.

“By being in permanent spar with the scientific community we are capable of substantially meeting the new and rapidly changing demands of the market.” – Florian Kurz, CEO and partner

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Florian Kurz CEO & partner bamero AG Especially the new, digital business models require welldirected process innovation. With bamero’s tools and methods the challenges of partly digitizing processes are addressed directly and in a unique way. With the digital transformation of business processes and models all participants expect higher customer tie, more efficient processes and higher sales due to the possibilities to efficiently and costefficiently offer customer-specific and personalized products and services.

“We stand at the edge of a digital gold rush. bamero enables companies to immediately find first digital nuggets and to define the relative claims in the long term.” – Prof. Dr. Marco Mevius, Chairman of the Board and Founder.

The crucial competitive advantages are generated by the process experience of the process participants. Therefore, an adequate and best possible integration of humans into the digital processes and new services is central for the transformation of established companies.

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EDITOR’S PICK

VITALITY of

R&D in an

ORGANIZATION’S GROWTH

R

esearch and Development plays an important role in leveraging technology to reap maximum benefits in the form of innovative products, processes, and services.

Many companies tend to think that R&D is like a holy grail, but it’s not! They do not understand the importance until its too late.

The fact is that, R&D is the only function that provides a platform for innovation and creativity to flourish in an organization. Numerous innovative breakthroughs happen only because of meticulous efforts of the R&D function. Consistent efforts are needed when one is in quest of research, every failure in R&D effort escalates the pressure to perform.

Is R&D that Important?

One is knowledge and another one is technology, these are the two vital ingredients for the recipe of innovation, and for successful R&D; innovation is the only prima facie.

When a company takes R&D into significant consideration, they get a huge influx of knowledge. This is what makes these companies so amazingly successful, their contribution to R&D melts down to a world of useful knowledge which the company can use to further develop its main product lines.

R&D helps a business to have a competitive edge over its competitors. It is only the R&D function that helps organizations develop plans much ahead than other functions. The R&D function requires a clear foresight about future problems and its solutions, in its development role, it can act as a catalyst for speeding up the organizational growth by introducing breakthrough products in the market.

The Key to Everything is Patience, you get Chicken by Hatching it, not by Smashing it.

– Arnold H. Glasow The R&D efforts can take some time to materialize, but once they succeed, the financial returns can be quite high. Many successful companies in industry sectors like pharmaceuticals, chemical and automotive, invest a substantial amount of capital expenditure and strive to be ahead of others because they believe; expenses on R&D are not to be considered as

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expenditure but as an investment.

The true test of R&D function lies in time to market. Business exists for the sake of making proďŹ ts. So, the role of R&D in minimizing the time to market becomes extremely important. Unless the R&D efforts in the lab cannot be scaled up within a reasonable time frame, little can be expected in terms of the functional credit to be assigned to R&D. SigniďŹ cance of R&D for Medium and Small Business Big MNCs have billions to spend on R&D but most of the small businesses do not have the same capabilities, this does not mean R&D is impossible. There are plenty of government initiatives, which are aimed at leveraging the R&D opportunities for medium and small business. Even venture capitalists have also recognized the importance of these smaller entries.

Moreover, R&D is typically what your business can take advantage of public resources and eternal knowledge to get some hands on experience because, at the end of the day, useful knowledge is the most important thing your company needs. The R&D department is not worth of, if the desired outcomes of R&D are not utilized.

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Pericent Technologies: Simplifying Business Experience with Enterprise Solutions

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rrespective of the shape and size of an organization, an efficient Business Process Management (BPM) is of critical importance. BPM puts all the processes within an organization under scrutiny; it uses various models, analytics and metrics to make evaluations and identifies the needed improvements that will facilitate enhanced growth.

BPM solution might not be the definitive solution for every business problem, it is the driver which drives all other solutions in technology stack for that particular problem. It ensures that every system is compliant with their policies and each role works efficiently with clear accountability.

Incorporated as a private limited company, Pericent Technologies is one such organization that boasts decades of experience in delivering workflow, BPM, jBPM, BRMS and Complex Business Rules based enterprise-technology solutions. It caters its immaculate solutions to some of the most globally renowned companies, including Owens-Illinois, Genpact, GCG, Pepsico, Lombard, Reliance, Progress and Niyogin.

Automating Four Important Lines of Growth Pericent’s dedicated engineering team 32

so by innovating in – easy to interact, intelligent to perform, and integrated to deliver solutions and services.

Sanjay Sharma CEO/CTO & Founder

has developed two in-house worldclass enterprise platforms, launched in 2017, namely bpmEdge, an Agile & Robust Enterprise BPM platform, and docEdge, an Enterprise Document Management System. The company has so far garnered an exciting response across the industry, be it BFSI, NBFC, BPO Services, Healthcare, Telecom or Manufacturing sector.

Pericent realizes that every organization has Roles, Policies, Documents, and Processes at the core of its business and the company is on a mission to automate these four important lines of growth. It is doing

An Industry Veteran Leading the Way in Bringing Forward Innovation Sanjay Sharma, CEO/CTO and Founder of Pericent, is the visionary with extensive experience who has led the company from its very inception. Sanjay has played a pivotal role in building the company’s innovative and strategic approach to deliver technology services and solutions that cater to global enterprises.

The veteran with over 17 years of experience in the technology industry possesses an outstanding track record in leading, developing and delivering large and strategic business process solution. His skills and knowledge extend to analyzing & modeling, technical architecture, innovative business solution design, implementation, quality assurance, deployment and managing post production support for business-critical BPM applications for major corporates. To sum it up, Sanjay is a solution architect, BPM expert and a deep-rooted technologist.

The highly motivated individual has exceptional entrepreneurial skills to | SEPTEMBER 2017

“Implementing mission-critical processes through bpmEdge an enterprise BPM platform” manage complex projects or drive technologies for business experience. Formerly, Sanjay has worked all across the globe, including Sweden, UK, and the US to deliver sound technology solutions for businesses. He is also the chief architect of Pericent’s bpmEdge and docEdge.

Straining impetus on the word ‘success,’ Sanjay mentions, “Success is more a qualitative term for us. If we can help our customer to grow and make them happy by assisting them through our technology solution, it’s big success for us.”

“Our strategy is straight forward; it is not just selling the bpmEdge software licenses rather selling that entire lifecycle right from the beginning,” Sanjay points out.

Future of Continual Expansion With 10 years of legacy and a proven track record in the BPM industry and helping customers through technology solutions, Pericent believes now is the time that the company can make it big with its in-house engineered products.

Addressing Industry Problems by Offering End-to-End Solutions Over the years, because of a few unsuccessful implementations of BPM from big brands, CXOs are not aggressively pushing ahead with BPM as there is a high cost involved with its implementation. Decision makers are on a constant lookout for worthwhile resources or professionals who can successfully implement their mission critical business processes, through the software brought from the technology giants. Pericent is addressing this situation by offering an end-to-end solution, bpmEdge – a comprehensive BPM infrastructure platform for implementation, which would help its clients at every single step.

Additionally, Pericent makes it a point to constantly hire some of the leading industry experts as consultants to understand the specific areas of business concern and how one can overcome it through bpmEdge and its implementation.

The journey till date for Pericent Technologies has been dream run; from comprising BPM experts to having its own in-house engineered enterprise class BPM platform – bpmEdge. The company believes that it has learned a lot since incorporating in 2007 and has formulated a solid roadmap to build a BPM platform, which would make it the preferred choice of every organization.

Rising Above the Market Players Though there are many players within the BPM industry, some of them are big giants carrying immense brand value and presence in the market for years, but since their channel partners are carrying out the implementation – the customers are suffering badly.

By implementing and integrating for its BPM platform, bpmEdge, Pericent provides end-to-end solutions to its clients, thereby enabling them to get better ROIs. SEPTEMBER 2017 |

Hemant Choudhary, CMO of Pericent asserts, “Looking at the market size of the BPM and DMS industry and the growth rate of the segment; we are pretty confident that we will capture 0.09% of the overall market share in next five years which is USD 11 million. Pericent Technologies is growing at about 50% (YOY) in terms of revenue and book value was up by 4X in FY 2015-16 compared to FY 201415.”

With a surging response, both domestically and globally, for both bpmEdge and docEdge since its launch in June 2017, the company is looking forward to the potential opportunities in the future. Pericent has a strong roadmap for both of its products, and its engineering team is constantly innovating at the product level to empower its platform with all new-edge capabilities, including RPA, AI and ML. 33

Trisotech:

Leading the Way in Digital Transformation

O

ld methods won’t open new doors, and these days organizations are quick to realize the need to rethink their existing business models and strategies to meet the evolving expectations of their customers.

This has prompted numerous organizations to shift focus from business-centric (inside-out) thinking to customer-centric (outside-in) thinking. Trisotech is a Montreal, QC, Canada based company that helps enterprises realize their business goals by analyzing, modeling and continuously improving their technologies such as mobile, cloud, social, IoT, big data, and more. In short, the company provides new and revolutionary ways for digital enterprise knowledge workers to collaborate and succeed in this increasingly global and connected world. Trisotech’s experience in business process redesign and process innovation has immersed it in the best practices of multiple industries and business models for the last decade.

Today, Trisotech products are providing Digital Transformation help to communications, agriculture, manufacturing, financial, healthcare, insurance, energy, distribution, government, and many other types of organizations.

Established in 1996, Trisotech develops and offers its customers the Digital Enterprise Suite, a cloud-based SaaS toolset designed to be used by business people and IT people alike.

For example, business process 34

driving the projects, activities and funding of IT services. The unrivaled features of the Suite enable even the non-technical users to participate in business process and architecture discovery and analysis. By gaining valuable insights about the relationship between structured models (BPM, etc.) and creative thinking diagrams, (SWOT, Balanced Scorecard, Customer Journey Maps, etc.) created using the Suite, business personnel become empowered to drive digital transformation.

Trisotech’s Digital Enterprise Suite is widely acclaimed as offering one of the best integrations of the three international modeling standards, which they refer to as the "Triple Crown of Process Improvement."

These standards are:

Denis Gagne Founder

discovery and process design can be linked-to, and driven-by, business goals. By doing this, everyone is in alignment and knows why they are doing a particular activity or process (the desired business outcome), how important this process is to the organization (priority) and who, specifically, is accountable for the realization of the activities to meet the goals. Even if your activities and processes are not well documented, the Digital Enterprise Suite lets your business people discover and document their own processes. Then, with the click of a button, this information can be converted into an industry-standard model diagram that both IT and business can work with, collaborate on and view in a way most useful to them.

This is the new way to transform your business with business outcomes

Business Process Model and Notation (BPMN) Ÿ Case Management Model and Notation (CMMN) Ÿ Decision Model and Notation (DMN) By using them together, through seamless integration within the Digital Enterprise Suite, these world-wide standard graphical notations enable comprehensive end-to-end modeling of an organization’s entire operations both at a high level and at the detail level. Ÿ

A Constantly Evolving Journey Back in the mid 90’s, Triostech’s journey began when a group of friends with similar motives joined forces to provide software consulting services, | SEPTEMBER 2017

“By continuously looking forward, we’ll keep leading the charge to the Digital Enterprise of the future” but in a different manner. Their constant pursuit of innovation and process improvement was noticeable even from the initial days of the company. What started with an interest in software development lifecycle (SDLC) processes and delivering agile services, then grew into innovations in workflow solutions to culminate in an active role in the definition of Business Process Management.

Since then, the leaders at Triostech have made it a priority to provide services in a business-friendly technological environment and have made sure that the solutions designed are aligned with business priorities. It is because of this mindset that they now provide software solutions for Digital Transformation and are leading the charge in enabling the Digital Enterprise of the future.

A Leader Motivated by Future Opportunities The quality of a leader is reflected in the standards they set for themselves. Denis Gagne, one of the Founders of Trisotech, is the visionary who leads the company and has guided it to becoming a global success and a driving force in international BPM standards for over a decade.

Denis is a technologically intuitive and professionally acute individual, with a M. Math degree in AI from the University of Waterloo and a BSc in Computer Science from the Collège Militaire Royal (CMR) de St-Jean.

He is a member of the international technology standards consortium Object Management Group (OMG), where he serves as the Chair of the BPMN Interchange Work Group (BPMN MIWG), and is a member of the Business Process Model and Notation (BPMN), the Case Management Model and Notation (CMMN) and the Decision Model and Notation (DMN) teams. He is also a member of the Workflow Management Coalition (WfMC) Steering Committee, Chair of the Business Process Simulation Working Group (BPSWG), and the co-editor of the XPDL 2.2 process definition standard.

SEPTEMBER 2017 |

Adapting and Overcoming the Current Industry Challenges The present BPM landscape is a very challenging place. It is part of the Digital Transformation movement where enterprise focus is rapidly shifting to outside-in models focusing primarily on the customers and the overall customer experience generated by the organization. This is a change of landscape from the previous focus of delving into one’s own processes. Success is no longer solely about increasing efficiency and effectiveness to lower costs and shorten cycle times, but rather, about creating value and bringing new benefits and a great experience to the customer. This has prompted organizations to transform their way of conducting business. But just converting physical assets to digital alternatives like smartphone and tablet screens is not sufficient to execute a Digital Transformation. Trisotech believes that Digital Transformation is a strategy and that value creation and benefits to customers should shape that strategy. Trisotech with its Digital Enterprise Suite, is helping organizations of all scales to reinvent their business model from strategy to operations and to become more agile in delivering and improving the customer experience.

Part of this ongoing Digital Transformation revolution is driven by one of the most recent approaches to operational excellence, Decision Management. This methodology has led OMG to create a new standard, the Decision Model, and Notation (DMN), which is fully integrated into Trisotech’s DMN Modeler. Trisotech is offering organizations the first complete DMN solution in the marketplace, to help enterprises improve their quality, productivity and consistency of operational decisions. In order to encourage businesses to rapidly start using DMN, Trisotech is partnering with world-class leaders and technical experts.

Continuing to Grow in the Future Trisotech is on a continuous path to expand its organization and customer support across the globe and to provide an ever-growing set of tools to enable business people and IT people alike to define and control organizational transformations. Trisotech is continuously adding to their Digital Enterprise Suite by provide different views of the enterprise ecosystem and by working at different levels of abstraction suitable for both business and IT professionals.

Integrating Trisotech’s BPM components, based on the Triple Crown of Process Improvement Standards, will enable organizations to continuously improve and innovate by combining strategic intent and goals with their business operations.

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