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29 May 2018

Competition drives businesses to transformation

On February 18, Head of ELMA Alexey Trefilov spoke at the CNews conference “BPM 2018: how we can help business transform” that took place in Moscow. After the speech, the organizers asked Alexey some more questions.

— Russian customers are showing a growing interest in BPM. In your opinion, why is this happening?
— Business is becoming more mature. Earlier, the companies wanted electronic document management and automation at best. Today they are concerned about business processes and digital transformation. This is a complete rethink of development.
The fact that the business has matured is evident: there are many useful materials on digital transformation in the web as well as conferences and such events. A lot of success stories and real-life cases have been published. Previously, we had to explain to our customers what our work was about. Today, though, everyone has heard of BPM.

“Competition makes companies work more effectively. When new products with powerful client services are released, the situation on the market changes greatly.”

— In your experience, companies from which sectors and of what size are the most frequent BPM customers?
— Initially, financial organizations were the ones to drive BPMS, and interest from banks and financial institutions is still intense. However, lately all the companies have become more digitized and demanding when it comes to IT services, so there are not exact leaders here. Those companies that previously weren’t involved due to their size and specifics have also started implementing IT tools.

As for the size, both large corporations and small companies with 10 employees can use a BPMS. It all depends on the maturity of the company’s culture. BPMS are still very popular in companies that experience a potential risk of losing information when it is transferred across departments.

On one occasion, we implemented BPM in two similar companies that worked in the same field. In one of them, all the employees worked together in a large open space and communicated easily. In the other, the employees not only worked in different rooms but in different buildings altogether. They hardly knew each other. So for the employees of the first company implementation of a BPM system looked like a pointless formality, because they could easily walk up to each other at any moment and discuss any problem. Whereas in the second company, a BPMS helped overcome the distance between the employees.

In general, today we mostly work with large and middle-sized companies, but we also have customers amongst smaller companies who have implemented our free ELMA Community Edition.

Automation of business processes in project management
Proton-Electrotex Success Story
Project goal
Automation of the design process for Proton-Eleсtrotex, a semiconductor power device manufacturer.
Solution
The design process consists of typical stages that repeat from project to project. For automation of such stages, we have developed a specific approach called Project Conveyor.
Result
With Project Conveyor the number of completed projects has increased in four times.

— How to make BPM implementation effective?
— Right from the start you need to understand the essence of the BPM technology. Implementing BPM is not just automation. It is about qualitative changes and constant development.
Make sure to engage the executives of your company in the implementation project. They have to understand that BPM implementation has strategic importance, and then motivate the team and push the project forward.

The next step is to choose the right product. Do not base your choice on the software’s capabilities, because all BPM solutions basically do the same things. Instead, consider the team who works on the product, their experience and cases, and services they provide.

After that, define the scope of the first pilot project. It must not be too large, and has to solve a specific problem. Do not simply automate some unimportant process. You need to have a valuable result at the end. And constantly work with your implementation team: document the changes, make analysis, change the processes proactively, check your ideas. This is what transformation is about.

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Ekaterina Mokrushina
Ekaterina
Mokrushina
Marketing Specialist