We love to measure things, you might have gathered this from our recent blog posts on what to measure, and how to make those measures count. Hopefully the biggest learning you’ll have taken from these is that we need to make our data useful. Today, we're taking a look at what organisations can learn from some great smart city initiatives.
M&A activity has been increasing in recent years, reaching a mid-year high in 2014 that hadn't been seen since 2007. In any industry, mergers bring a lot of change - change that creates a new sense of excitement, enthusiasm and improvement, change that is clearly visible and planned for, and changes, challenges and issues that are unexpected, emerge gradually, or even appear somewhere much further down the line but are apparent to have occurred as a result of the M&A process. Or perhaps lack of process!
New BPM Approaches for the Challenges of Mergers and Acquisitions in Life Sciences
Five Major Drivers for BPM exist – Compliance; Outsourcing, ITIL and Security; Process Framework/Performance/Standards; Technology Modernisation and Mergers, Acquisitions and Consolidations. In recent years Life Sciences organisations have had to learn to survive and grow through numerous mergers and acquisitions – sometimes even within quick succession of each other.
Computer World UK last week reported IKEA's great success in moving from to a web-based Business Process Management System (BPMS). The move has enabled the company to create internal business cases in less than half the time it previously took them and honestly, we're not surprised considering the array of issues with text or paper based standard operating procedures. (SOPs). Ikea noted that where a business case used to take approximately 24 days to create, it's now done in an average of nine days. That's a whopping difference and a valuable insight to many companies considering a move from paper to digital for processes.
Decreasing Cost and Increasing Benefits for Your ERP Investment
According to ZDNet and Panorama Consulting Solutions, who conduct annual surveys of ERP buyers, 2014 was the year where smaller ERP projects actually had more delays than larger projects. Looking back to the previous year, 2013 saw more and smaller projects than previous years and cost overruns remaining constant at 53-56 per cent between 2011 and 2013. However, the most concerning element of the report was that an increasing number of respondents reported reduced levels of benefit from their ERP investment. Even a 'smaller' ERP project is an huge undertaking in time, effort and adapting to change.
Take the Quiz >
From inside an organisation, it can be hard to see the wood from the trees. You probably have a 'sense' of whether business processes are well defined or not but it may not be quite as bad as you think. On the other hand, it could be a lot worse.
Torque Management Appointment as Tibco Nimbus® Reseller
Business Process Management (BPM) Consultancy, Torque Management, is pleased to announce its appointment as a value-added reseller of the Tibco Nimbus® product (www.tibco.com). Under this agreement Torque Management will sell Tibco Nimbus software and deliver first-level support and ancillary services for the software.
A Case Study: Harmonisation of Business Processes & Development of an ERP System for One of the World's Leading Building Materials Firms Using Rapid System™Last week we shared an infographic, detailing the phases of Rapid System™ and how it saves time and brings better results for IT and ERP projects. Here, we offer a more in-depth look at how this works in real life. Click here if you would like to download a more detailed case study.
Is there a faster way to carry out IT and ERP projects?
Introducing a new IT or ERP system is a huge undertaking for organisations but a decision which, once in place, will offer numerous rewards. The problems most organisations face is not with the systems or software themselves, but with the implementation of them.
What is Rapid System™?
Torque Rapid System™ is a process-led methodology that accelerates the delivery of IT systems projects. Large IT and ERP Projects are expensive, risky, take a considerable amount of time and many even fail to deliver, under-deliver or overrun. Rapid System™ enables us to turn a 3-4 year project, into an 18 month project with higher rates of user adoption and costs reduced by 35-40%.