BPM as a key driver of digital customer engagement

BPM as a key driver of digital customer engagement

BPM as a key driver of digital customer engagement

Now, in the age of the customer, businesses are recognizing BPM as the technology that can drive automation, collaboration and engagement with customers. BPM is seeing a resurgence in businesses as more and more leverage the technology to accelerate digital business transformation with a keen focus on a customer-centric approach. Today, customer experience lies at the heart of the business technology agenda, which means simplifying customer-facing processes to make digital interactions quick and delightful. The approach to BPM has shifted its focus from cost-cutting business operations to gaining front-office status. That’s why BPM programs must align customer-facing and operational teams in order to deliver exceptional customer experience (CX).


Mobile era fosters the next cycle of process innovation:

More and more customers turn first to their mobile devices to engage and complete various transactions. Modern organizations massively employ mobile apps to provide more personalized omnichannel customer experiences. The age of the customer drives the need to extend business processes to mobile channels to deliver seamless self-service and better customer experiences across all mobile devices. Business processes are beginning to play a critical role to ensure ease and efficient use of mobile apps and support the speed, flexibility, and context that today’s mobile customers and mobile workforce expect.


BPM as an important catalyst for digital transformation:

Driven by the need for speed and agility along with the traditional needs of efficiency and optimization organizations are now turning to BPM as a key driver of digital transformation. In order to envisage a longer-term vision for BPM impact, business process leaders will need to secure their organization’s transition to digital business. BPM helps to identify high impact processes where digitalization can make a real difference, and in the end, process innovation leads to gaining a competitive advantage and delivering more value.


Align digital customer experience and digital operational excellence:

BPM becomes also a catalyst for direct collaboration between employees and customers who work closely together to co-create new business processes. These capabilities will come in the form of process-driven tools that encourage workers to distribute, share and create together. Effective collaboration creates a seamless process flow across key organizational departments while preventing teams from operating in siloes. Intelligent BPM solution with effective data sharing capabilities enables businesses to effectively handle the entire customer journey bridging the gap between core organizational departments.


Measure your ability to implement changes but not operational efficiency:

In the age of the customer, it is crucial to measure customer satisfaction accurately, however, not every company does it. Therefore, it is important to capture new metrics for measuring customer-centric process improvements. Business process leaders should proactively translate the operational metrics into customer metrics that provide insights into how business processes are affecting CX and organizations ability to quickly adapt to market changes and customer demands. New breed BPM metrics should assess the speed of making important changes to the process, business model, product, or service, measuring agility and customer satisfaction.


Customer journey metrics will be a focus:

More standardized measurement of the customer experience is inevitable. Customers evaluate their journeys based on how all the touch points fit together. As a result, such metrics as net promoter scores and voice of the customer provide more in-depth customer insights.


BPM programs can create metrics that monitor business agility:

To develop, test, market, distribute, and support a new product, companies are able to produce it faster, change it more quickly, market it using less-costly media, and distribute it via any channel. This requires business agility. As a result, measurement and management of agility will be an inevitable requirement. Future BPM focus will measure process agility through metrics such as time to plan, time to deliver, and time for product change.


Conclusion

In the past, business process innovation was primarily driven by the company’s goal to increase operational efficiency. However, in the age of the customer with fast changing digital technologies, business process management becomes the preferred method for value creation, high-quality customer experience, cross-functional collaboration and digital transformation. BPM lies at the crossroad of operational efficiency, business agility, and customer experience. Intelligent BPM tools paired with a robust CRM deliver the required level of agility to change customer-facing processes instantly while allow for delivering consistent and unique experience across all channels and touch-points.

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