For those of you who have been on our site lately you will notice we have had a complete revamp of our corporate identity which includes the addition of a succinct strapline Improving Business Process Agility. We felt the time was right to rejuvenate our identity to better communicate our focus on business process agility while promoting the renaming of our flagship BPM product, TotalAgility.

The company’s new look and feel has been absorbed in every aspect of the business from collateral through to the launch of our new corporate website www.singularitylive.com. Following a fun-filled rebranding journey we feel that our new identity better reflects our mission of becoming the world leader in Business Process Agility and will lead to the establishment of consistent and enhanced global brand recognition.
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It must take a long time to make a Universe. To paraphrase Douglas Adams, you might think it takes a long time to powerwash the front drive, but that’s just *peanuts* to making a Universe. Douglas managed it with his Hitchhiker Universe, and its now difficult to imagine there was a time when we did not know that Vogon poetry was among the worst in the Universe, that the way to travel vast interstellar distances is by using an infinite improbability drive, and that the answer to the untimate question of life, the universe and everything is 42.

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Today’s organisations compete through more efficient and better executed business processes. Business Process Management (BPM) is an approach and technology for implementing well-defined, well executed processes.

Michael White provides his top tips on how to successfully introduce BPM to your organisation.

1. Pick a project that will make a difference.

For your first BPM project, select a highly visible business process where improvements will yield real organisational benefits. The process you choose should be in a key operating area that is important to the organisation, so it can act as an example and inspiration for subsequent projects. Clearly define what the expected benefits of improving the process will be, such as cost efficiency, customer service, or faster responsiveness. Quantify these benefits you require in terms of money, time, people or other specific measures.

2. Obtain Senior Management Buy-in.

You want high-level sponsorship of the project at the outset to ensure you get the resources you need, to gain buy-in from staff and to overcome resistance to change. Your executive sponsor should have the authority and respect required to keep up project momentum. He or she should also be prepared to remain in a hands-on role throughout the first delivery – just showing up at project kick-off won’t be sufficient.

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