Many employers are now paying for consulting services to help them better understand their talent gaps and skill gaps across multiple competencies, and to evaluate the effectiveness of their existing programs. This ongoing process to identify the gaps between current organisational processes and their current capabilities is something that can only benefit the industry.
All the more important, when large corporations like IBM and McKinsey decide that they are looking to hire people with skills and competencies closely aligned to the strategic priorities of their business. This kind of talent is rare but it is a resource that can really contribute to the process of aligning your processes to strategic objectives.
A remote employee of a top 20 online casino UK gamers regularly visit might be employed to complete a specific task which requires specific skills and expertise, for example, might end up finding their calling in totally different area of the operational structure of an online casino.
Let’s explore the gap between business process management professionals and the generic business people that are, supposedly, managing those processes:
Business Process Management (BPM) professionals can be classified as transactional decision makers who are driven by a desire to minimise their business cycle costs. By making the right decision at the right time with the right team of specialists, they can implement the right technology solutions to continuously optimise processes, reduce overall costs, and optimise those processes to meet strategic objectives. A business process manager’s aim is to constantly modify processes according to new opportunities and shifts in market trends.
When it comes to maximising processes and making the right decisions in all areas of the business, business process management is going to have its limitations:
It is important for business process managers to be able to handle different kinds of challenges and overcome them, but sometimes it becomes necessary to bring in outside experts to make them realise that a particular decision is not the best solution to their business process management issues.
Business process management is typically aimed at big enterprises. This means the process leaders will usually have more experience with big companies and will have a fairly good idea of what they should be doing. Business process management is less well suited to smaller enterprises and to individual entrepreneurs.
Business process management may not be effective for the maintenance of small internal systems or even for responding to new business challenges.
Business process management is not going to automatically improve the service levels that your customers experience. You are also going to need some talented people to manage the new processes and systems that are needed to deliver a better service.
Even if you have identified the service gaps and internal gaps in your processes, business process management is unlikely to be able to deliver those necessary changes in the way that your employees work. A business process management professional needs to be equipped with different types of expertise:
- Supervisory or management skills
- Strategic planning skills
- Customer-centric innovation skills
- Budgeting skills
- Competitive strategy skills
- Decision-making skills
- Risk management skills
- Technology skills
- Software development skills
- Business Process Management (BPM) Professionals
Business process management professionals are best employed where they have the opportunity to manage both large-scale corporate processes and small-scale internal processes.