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Is yourbusiness

business optimization
a digital
Emerging trends in the BPM domain
Contents Page number

Executive summary 1

Introduction 2

Trends that will define the success of BPM projects 3

1. Emergence of social, mobile and cloud BPM 4

2. RPA and BPM are not same, but can be powerful when integrated 6

3. iBPM to gain prominence relying on real-time analytics to manage processes better 7

4. Managing unstructured processes via dynamic case management 8

5. Integration of BPM and EA 9

Think ahead, embrace the change 11

How EY can help 11

Acknowledgement 12
Executive summary
Business process management (BPM) is a management discipline that
integrates the strategy and goals of an organization with the expectations
and needs of the customers by focusing on end-to-end processes. To be BPM is embedded
successful in any organization, a BPM project must be dynamic to respond
to the changing needs of the organization, its environment and people.
in everything, no
matter where the
In todays environment, the lead triggers for process improvement or process organization is
transformation projects are the disruptive digital technologies, competitive threats
and customer expectations. However, BPM (people, process, technology) still in its change
remains at the heart of such projects. BPM is embedded in everything, no matter journey or
where the organization is in its change journey or maturity curve.
maturity curve.
Digital and smart technologies, and sophisticated data analytics are some of the
key forces that are gaining prominence. These forces have the potential to disrupt
the way businesses operate. They impact every aspect of an organization and have
become an essential part of running a successful business. BPM domain is also
transforming due to this.

Process management platforms that enable social, mobile and cloud access
are gaining more prominence over others as these provide enhanced digital
experience and capabilities to users. Using real-time analytics to manage
processes will also play an important role in the digitization of BPM.
Robotics is another force that will disrupt the way process transformation
is being thought of. It will be important to embrace robotics process
automation (RPA) and integrate it with process improvement projects
to go beyond process re-engineering and optimization.

Delivering enhanced customer experience has always been a priority for

organizations. This is gaining significance even in the BPM domain, and
organizations are looking for ways to improve the customer journey.
Dynamic case management and enterprise architecture (EA) will emerge
as key trends to address this need and provide more holistic and
enhanced customer experience.

With changes in the business environment and the advent of the abovementioned
forces, some key trends have emerged that may define the success of BPM
projects in the near future. In this document, the major trends emerging in the
BPM domain have been explored. The trends are:

Emergence of social, mobile and cloud BPM

Integration of RPA and BPM
Real-time analytics to manage processes better intelligent BPM (iBPM)
Managing unstructured processes via dynamic case management
Integration of BPM and EA

Although there are other upcoming trends in the domain, these trends
emerged at the top on the basis of the extensive research and views of BPM
professionals within EY.

EY has collaborated with clients who have proactively embarked on the

process excellence journey by embracing many of these trends in their
existing organizational setup.

In order to survive in todays competitive and fast-changing world,
it has become imperative to not just respond to the changes but
to stay abreast with the upcoming trends and disruptions and The entire concept
predict their impact.
of BPM (people-,
Organizations are increasingly becoming mindful of the digital process- and
demands and the evolving technological environment. With the technology-focused) is
accelerated speed of technology improvements and changing client
expectations, it is important to keep the business process operations being confused with
flexible and agile. In this context, there is no scope for incurring digital revolution,
additional costs or spending precious time without a clear goal or
purpose. Customers are spoiled for choice and are willing to switch
which is mostly
to another product or service if their expectations are not met. technology-focused.
To help guarantee a successful customer journey, organizations
need to address the changing dynamics and pre-empt the varying
customer needs.

Organizations are increasingly investing in digitization projects

without completely understanding their impact. The entire concept
of BPM (people-, process- and technology-focused) is being confused
with digital revolution, which is mostly technology-focused. Due
to lack of understanding of situations where digitization should be
chosen over BPM or vice versa, many organizations are investing
in digitization projects over BPM projects. Therefore, it is becoming
increasingly important to understand the difference between the two
and identify the scenarios where digitization and BPM projects should
be undertaken as well as integrated.

Digital disruptions are influencing how we view BPM projects and the
value they deliver. The emergence of new technologies, platforms
and environments is transforming the way BPM projects are being
carried out. Traditional approaches to BPM are no longer fit for
purpose and require integration with the emerging trends to enhance
customer experience. As with other products and services, customer
experience is increasingly playing a more significant role in process
transformation projects. Therefore, identification of a customers
expectations prior to starting a BPM project will be essential.

Trends that will define the success
of BPM projects
There are several upcoming trends in the BPM space; however, this report explores the top five trends
that would have a noteworthy impact in the near future and should be considered for BPM projects.
These have emerged as the top trends on the basis of an extensive research on this topic and the points
of view shared by EY BPM professionals who have worked with clients who underwent operating model
disruptions and are experiencing the impacts of the key BPM trends.

Emergence of social,
mobile and cloud BPM

5 2
RPA and BPM are
Integration of not the same, but can
BPM and EA be powerful when

4 3
iBPM to gain prominence
Managing unstructured
relying on real-time
processes via dynamic
analytics to manage
case management
processes better

Emergence of
social, mobile and
cloud BPM

5 2
Integration of RPA and BPM are
BPM and EA not the same, but
can be powerful when

4 3

Managing iBPM to gain

Emergence of social,
unstructured prominence relying
processes via on real-time analytics
dynamic case to manage
processes better

mobile and cloud BPM


Key thought

Collaboratively designed processes are Increased collaboration, reduced time-to-solution

accessible on the go to enable real-time and cost-effectiveness
decision management.

One of the most critical factors Traditionally, customer service

for the success of a BPM project is solutions were based on inbound
the collaboration across different customer contacts; however, with the A social BPM helps
functions, stakeholders and teams in focus shifting to provide customers in breaking silos by
an organization. Most BPM projects with a better experience, social BPM
increasing transparency
fail to understand the criticality of this will have a much greater role to play.
collaboration and dont measure up and encouraging
to the success that was envisioned at Similar to the emergence of social a collaborative
the beginning of the project. With the BPM is the BPM service delivery environment for
advances in technology, this challenge via cloud. Delivering BPM projects
can be overcome by leveraging a via cloud enables organizations to process improvement.
social BPM. remain cost-effective as they dont
need to install the entire toolset of
A social BPM helps in breaking business process analysis suite (BPAS)
silos by increasing transparency or business process management experience to the users with the
and encouraging a collaborative suite (BPMS), thereby reducing the flexibility to view, design and analyze
environment for process infrastructure requirements. Instead, processes on mobile devices. This
improvement. It enables real-time the tool is available via cloud, which is is a fast-growing trend as it enables
collaboration between the process deployed over the internet or intranet process modelers, process owners,
modelers, decision-makers and and helps in faster provisioning and decision-makers and end users of
users of the process, i.e., the lowering costs of the BPM project. the process to remain connected
people responsible for carrying It allows organizations to quickly and collaborate on the go. Instant
out the process. understand the features and build accessibility of models, documents
pilots before purchasing enterprise and feedbacks coming in as a result
As per the Gartner IT glossary, licenses, and enables faster of collaboration accelerates the
social BPM is a concept that describes time-to-market. delivery of a BPM project.
collaboratively designed and iterated
processes. These processes mirror the The cloud capability also supports These solutions ensure an enhanced
way a work is performed from a doer mobile BPM, wherein the process ease of use, reduced time-to-solution,
perspective and is experienced from a models can be accessed via a mobile human collaboration, integration
receiver perspective to harness the application, enabling the workers with social media, mobile access and
power of continuous learning from to perform their work on the go. real-time decision management.
the collective.1 Mobile capabilities provide seamless

Social BPM, Gartner IT Glossary,, accessed 30 July 2016


40% smartphones will
of global workforce be in use by 2017.
will be mobile.

employees worldwide 50%
take advantage
of human tasks need
of bring your
own device.

Figure 1: Mobile The game changer for business2

Josphe Blondaut, Dr. Peter Mller, Adding new dimensions to business process analysis, Software AG, April 2016.
Emergence of
social, mobile and
cloud BPM

5 2
Integration of RPA and BPM are
BPM and EA not the same, but
can be powerful when

RPA and BPM are not the 4 3

Managing iBPM to gain

same, but can be powerful

unstructured prominence relying
processes via on real-time analytics
dynamic case to manage
processes better

when integrated

Key thought

Automation using robots or software is an

Drives efficiency, reduces costs and improves
emerging technology and several businesses
quality due to reduced rate of errors,
have started adopting RPA as the tool for
standardization and control over operations
digital transformation.

RPA or robotics is a buzzword that Though RPA is often confused with

is emerging as one of the most BPM, it is actually an outcome of the
Though RPA is
sought-after solutions to make end-to-end BPM. RPA is relevant for
business processes more efficient. the processes which are rule-based often confused
However, it is often confused as a and do not require human judgment. with BPM, it is
substitute for BPM or as BPM itself. Whereas, BPM is applied across all
actually an outcome
What is becoming increasingly types of processes irrespective of
important is to understand RPA and whether requiring human judgment of the end-to-end
how it relates to BPM. or not. A BPM project will ensure BPM. RPA is relevant
a better monitoring and stronger for the processes
Automation using robots or software control of all processes, whereas RPA
is an emerging technology and several is focused on saving costs and time, which are rule-based
businesses have started adopting and reducing the rate of errors. RPA and do not require
RPA as the next major tool for digital addresses process improvement human judgment.
transformation to drive efficiency, only at the surface level. BPM is an
reduce costs and improve quality. in-depth analysis of how processes
Whereas, BPM is
RPA is the automation of processes, are operating, identifying areas of applied across all
activities or tasks which are usually improvement and recommending types of processes
of high volume, repetitive, highly solutions which could include
irrespective of
transactional and dont require automation, reengineering or
human intervention or decisions while transformation. whether requiring
performing. Therefore, automating human judgment
such processes results in increasing Therefore, it is essential to
or not.
efficiency by reducing time and costs understand that RPA and BPM are
of executing them. It also helps in different enablers with different
increasing staff retention as it reduces purposes. Organizations will have to
the dissatisfaction associated with understand when one should be used
repetitive manual processes which instead of the other as well as how
often leads to higher attrition rate. they can be integrated to accomplish
better results.

Emergence of
social, mobile and
cloud BPM

5 2
Integration of RPA and BPM are
BPM and EA not the same, but
can be powerful when

iBPM to gain prominence relying 4 3

Managing iBPM to gain

on real-time analytics to manage

unstructured prominence relying
processes via on real-time analytics
dynamic case to manage
processes better

processes better

Key thought

Companies will combine real-time data Better visibility of process inefficiencies,

analytics and process workflow execution exceptions and improvement opportunities to
to help drive process improvements. automatically initiate performance-based events
and dynamically manage the flow of enterprise

Future is made of high-volume, data analytics for more effective Report the results of process
high-velocity and high-variety process analysis. According to changes, learnings and behaviors,
information assets that demand analyst reports, seventy percent which may alert about the need of
cost-effective and innovative of high-performing companies will intervention for more significant
forms of processing for enhanced manage their business processes disruptions and change in the
decision-making. The need of using real-time predictive analytics strategic direction
real-time analytics for the massive or extreme collaboration by 2016.3
data flowing in will set in motion Additionally, predictive analytics
a perpetuating cycle of enterprise Another challenge facing BPM is can help drive process improvements
process improvement. The vast learning from process discoveries and by automatically initiating
amount of data that businesses have taking the right decisions for process performance-based events and
access to should be presented in a effectiveness and optimization. This dynamically managing the flow
way that makes it easy to interpret is where a new dimension comes to of enterprise processes. The results
and make informed decisions. This the BPM space the iBPM. Leveraging from predictive analytics can be
requires organizations to analyze analytics with BPM projects will enable integrated with BPM suites so that
processes more deeply and simulate organizations to: the events can trigger a set of
potential improvements. predefined business rules and
Mine processes, including discover, work flows.
One of the challenges facing BPM monitor and extract information
is how to analyze and interpret from event logs that are readily In todays world, managing business
the data related to processes and available in the operations systems processes at such an advanced
transactions in order to discover level is a challenge. However, there
opportunities for improvements. Combine real-time data to are tools and software available in
In the world of big data, this streamline and optimize business the market that can enable these
challenge can be overcome with processes to help in identifying advanced functionalities. The iBPM
the data and analytics platforms. existing inefficiencies and suites (iBPMs) have emerged as the
A small change in processes rectifying them new offerings in the BPM space and
can have a big impact on their can support these functionalities.
performance; therefore, it is Incorporate business rules processing, Still, organizations will have to do
critical that BPM projects leverage to distinguish between exceptions a cost-benefit analysis in order to
sophisticated intelligence for data and rules, by defining constraints and determine the feasibility of deploying
gathering, storage, distribution, implementing criterial aspects that such platforms in their businesses
analysis and decision-making. are intended to guide the behavior and whether it is aligned to their
Successful BPM initiatives leverage and future of a process overall strategies.
Virender Jeet, Top 4 BPM trends for 2016, Economic Times CIO, 08 January 2016
Emergence of
social, mobile and
cloud BPM

5 2
Integration of RPA and BPM are
BPM and EA not the same, but
can be powerful when

Managing unstructured 4 3

Managing iBPM to gain

processes via dynamic

unstructured prominence relying
processes via on real-time analytics
dynamic case to manage
processes better

case management

Key thought

It is becoming increasingly important to handle

exceptions to processes and dynamically adapt Fast and accurate response to the changing
them as per the circumstances. This follows a customer needs by creating new processes at
design-by-doing approach, replacing traditional run time as the situation demands
process modeling approach.

Despite BPM implementation, there of human judgment, rules and events. Dynamic case management handles
may be real-time instances where These processes do not follow a such exceptions by following the
unpredictable and unrepeatable specific work flow and need to be design-by-doing approach, in addition
business situations arise. These adapted as per a given situation or to the traditional BPM. With the
situations lead to performing a set scenario and hence, are difficult to advancement in technology,
of tasks or actions that were not manage. Most of these processes it has become possible to
foreseen, and, in some instances, cant be automated as they require effectively manage such processes
even defined. These are called unique processing on the basis of by integrating with BPM solutions.
cases. Examples of cases can be the facts and need to be dynamically The BPM suites have capabilities
dispute resolution (which, depending adapted to circumstances as they are that can address the agile and
on the circumstances, will require prone to constant change. dynamic nature of the processes,
analysis of various aspects to define along with the collaboration features,
the set of activities that need to Case management or management of which enable even more complex
be performed) or the treatment such processes, therefore, becomes a case management. What is important
of a customers complaint or a challenge as BPM helps organizations to understand is the difference
claims analysis. in managing processes by clearly between the traditional approach
documenting them so that they are to BPM and the more dynamic and
Managing such unstructured or well understood. However, due to collaborative approach to BPM, which
semi-structured processes is a the nature of such cases, it becomes can help create new processes at run
challenge for organizations in todays difficult to standardize the processes. time as the situation demands.
world and depends on a combination

Emergence of
social, mobile and
cloud BPM

5 2
Integration of RPA and BPM are
BPM and EA not the same, but
can be powerful when

4 3

Managing iBPM to gain
unstructured prominence relying
processes via on real-time analytics
dynamic case to manage
processes better

Integration of BPM and EA


Impact Impact
Key thought

When BPM and EA initiatives are combined,

Logical and streamlined understanding of
they become more relevant and provide
the companys technological environment to
a more comprehensive solution to the
enable faster decision-making and lower the
organizations challenges.
cost of addressing digital challenges

Process improvement, optimization architecture, continues to be at the

and transformation are the most top of the agenda for organizations in
The traditional
sought-after solutions in organizations terms of investments in BPM initiatives.
to increase efficiency and effectiveness BPM initiatives will no longer be as approaches are
of processes. However, these solutions appealing if considered in isolation no longer attractive,
are not effective if done in isolation without a strong integration with the and BPM practitioners
without considering how the systems complete EA knowledge. When BPM
support the processes and how the and EA initiatives are combined, it are looking for ways
data is exchanged or accumulated becomes more relevant and provides to deliver end-to-end
across the business. The importance a more comprehensive solution to solutions to the clients
of integrating a companys process the organizations challenges. The
architecture with technological traditional approaches are no longer
to increase customer
architecture is increasing and the attractive, and BPM practitioners are satisfaction and provide
focus is shifting from managing only looking for ways to deliver end-to-end a more memorable
processes to the complete EA. solutions to the clients to increase
customer experience.
customer satisfaction and provide a
A logical and streamlined more memorable customer experience.
understanding of the companys
technological environment enables However, the integration of BPM
faster decision-making and lowers the and EA does have challenges there
cost of addressing digital challenges. It could be situations where executives at
has been observed that the integration senior levels might not understand the
of value chain with the systems technical aspects in EA and might be
landscape across the organization has more inclined toward the financial
resulted in integrating and reusing aspects of cost savings via process
systems, thus proving to be more improvement techniques. Therefore,
efficient and cost-effective. it will be important to determine
As per the survey conducted by the the key drivers for senior
Business Process Trends Community stakeholders and adapt the BPM
in 2016, develop an enterprise and EA initiatives accordingly.

Where companies will be investing more in the BPM initiatives


2011 Develop an EA



Coordinate process
management efforts


Coordinate enterprise
process change efforts


Develop an
performance 20%


Offer process
manager training



Undertake balanced
scorecard installation


Figure 2: Companies investments in future BPM initiatives (Source: BPTrends, 2016)

Think ahead, embrace the change
The BPM space is evolving at a fast Customer experience and digitization Exploring the perspectives of
pace. Some of the trends emerging are the major emerging trends BPM professionals and credible
in this space can be considered impacting the future of the business organizations, we clearly see a list
as disruptors, and some can be process world. Customers are of top factors that will influence the
considered as fads with a short-lived expecting to have remarkable digital success of BPM projects in the future.
future. However, it is important to experiences. To address customers Looking at how BPM will be offered
understand how these trends will digital needs, companies usually tend in companies, the future will have
transform the way BPM projects are to ignore the process and the people BPM platforms that enable social,
being thought of or being carried aspects, focusing only on technology. mobile and cloud BPM, EA concepts
out. Most of these trends would have However, BPM can help companies and iBPMS. Looking at how BPM will
to be embraced to provide better overcome this challenge considering directly impact the organizations to
customer experience and be at par the three transformation pillars offer enhanced customer experience,
with competition. These will become people, process and technology. RPA, real-time analytics for iBPMS
more of a necessity than trends in the and dynamic case management for
near future. assertive and agile decision-making
will have a greater role to play to
define the success of BPM projects.

How EY can help

EYs knowledge in the BPM domain that are ready to help our clients and using them for internal benefits.
integrated with standard, proven with differentiated and targeted An example of that is the Automation
and lasting delivery approach, implementation approach. EYs CoE, which focuses on assessing
refined through the numerous BPM capabilities are uniquely existing business processes within EY,
similar engagements makes sure positioned to support business evaluating automation potential and
that the clients witness the projects and technology organizations recommending a suitable approach
being delivered by professionals in with years of experience in for implementation.
the domain. helping organizations with
similar endeavors. EYs relentless focus on asking better
With a diverse team of global questions and coming up with custom
consultants and industry professionals, Leveraging the BPM services within solutions, can help our clients to realize
EY has invested in centers of excellence the organization, EY is also on the and demonstrate higher value to all
(CoE) in BPM across the globe path of internalizing the BPM trends their stakeholders.
The document could not have been completed without the contribution from
the BPM professionals within EY. The authors wish to thank the following
members for providing their inputs and experiences for the development
of this point-of-view document:

Deepak Tiwari, Senior Manager, Financial Services Office, EY LLP

Hela Atmani, Manager, Advisory Risk, EY Advisory
Hamilton Maia, Executive Director, Advisory Risk, EY Assessoria Empresarial
Rama Bhatlapenumarthi, Senior Manager, Financial Services Office, EY LLP

Gartner IT Glossary, Gartner Inc.,, accessed 30 July 2016.

Josphe Blondaut, Dr. Peter Mller, Adding new dimensions to business process analysis,
Software AG, April 2016.

Katie Behrens, RPA vs. BPM: One Goal, Two Solutions, UiPath, 17 March 2015.

Paul Harmon, The State of Business Process Management 2016, BPTrends, www.bptrends.
com/bpt/wp-content/uploads/2015-BPT-Survey-Report.pdf, accessed 30 July 2016.

Sebastiraj Arulanandu, Is BPM an integral part of IOT, Wipro Limited,

is-bpm-an-integral-part-of-iot/, March 2015.

Susan Moore, Gartner Says Spending on Business Process Management Suites to Reach $2.7
Billion in 2015 as Organizations Digitalize Processes, Gartner Inc.,
id/3064717, 28 May 2015.

Virender Jeet, Top 4 BPM trends for 2016, Economic Times CIO,
50494087, 8 January 2016.

Viveka Sinha, Why Big Data needs BPM, BPM,
articles/why-big-data-needs-bpm, accessed 30 August 2016.

Deepak Tiwari, Trends we are seeing in the BPM Technology Market Place, EY, 2014.

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