Using Metrics To Drive BPM Excellence...Focus of the right metrics 5 Source: August 29, 2012, “Embrace Five Disruptive Trends That Will Reshape BPM Excellence” Forrester report

Using Metrics To Drive BPM Excellence Craig Le Clair, Vice President, Principal Analyst

© 2012 Forrester Research, Inc. Reproduction Prohibited

Agenda Survey overview and goals

Current BPM metrics do not prepare for the future.

Expanded BPM metrics must capture CxP and agility.

BPM metrics do not get C-suite visibility.

BPM improvements are uneven across metric categories.

BPM showed good but not great success across value streams.

2

© 2012 Forrester Research, Inc. Reproduction Prohibited

Agenda Survey overview and goals

Current BPM metrics do not prepare for the future.

Expanded BPM metrics must capture CxP and agility.

BPM metrics do not get C-suite visibility.

BPM improvements are uneven across metric categories.

BPM showed good but not great success across value streams.

3

© 2012 Forrester Research, Inc. Reproduction Prohibited

Runs created = (hits + walks) * total bases / at bats

4

Business Needs To Start Playing MoneyBall and Expand View Of Metrics

© 2012 Forrester Research, Inc. Reproduction Prohibited

Focus of the right metrics

5

Source: August 29, 2012, “Embrace Five Disruptive Trends That Will Reshape BPM Excellence” Forrester report

Only 22% of enterprise use CxP measures for decision-making in C-suite.

There are 82% of business executives, IT, and business process professionals who believe that agility is critical to measure.

© 2012 Forrester Research, Inc. Reproduction Prohibited

Process pros weigh in, so do business execs and IT

6

© 2012 Forrester Research, Inc. Reproduction Prohibited

Request-to-service value streams are best known for BPM

7

© 2012 Forrester Research, Inc. Reproduction Prohibited

Agenda Survey overview and goals

Current BPM metrics do not prepare for the future.

Expanded BPM metrics must capture CxP and agility.

BPM metrics do not get C-suite visibility.

BPM improvements are uneven across metric categories.

BPM showed good but not great success across value streams.

8

© 2012 Forrester Research, Inc. Reproduction Prohibited

Productivity metrics are the main focus — with cycle efficiency the most used

9

© 2012 Forrester Research, Inc. Reproduction Prohibited

Percent complete and accurate dominates quality metrics

10

© 2012 Forrester Research, Inc. Reproduction Prohibited

Digital disruption generates better ideas faster

11

Source: October 27, 2011, “The Disruptor’s Handbook” Forrester report

© 2012 Forrester Research, Inc. Reproduction Prohibited

Measuring agility is valuable to enterprises

12

© 2012 Forrester Research, Inc. Reproduction Prohibited

Measuring agility is a work in progress . . .

13

© 2012 Forrester Research, Inc. Reproduction Prohibited

. . . and not a BPM focus today

14

© 2012 Forrester Research, Inc. Reproduction Prohibited

Business process management projects with an agility focus are winning

15

© 2012 Forrester Research, Inc. Reproduction Prohibited

Agenda Survey overview and goals

Current BPM metrics do not prepare for the future.

Expanded BPM metrics must capture CxP and agility.

BPM metrics do not get C-suite visibility.

BPM improvements are uneven across metric categories.

BPM showed good but not great success across value streams.

16

© 2012 Forrester Research, Inc. Reproduction Prohibited

The C-suite does not exploit business process management metrics

17

© 2012 Forrester Research, Inc. Reproduction Prohibited

Agenda Survey overview and goals

Current BPM metrics do not prepare for the future.

Expanded BPM metrics must capture CxP and agility.

BPM metrics do not get C-suite visibility.

BPM improvements are uneven across metric categories.

BPM showed good but not great success across value streams.

18

© 2012 Forrester Research, Inc. Reproduction Prohibited

Voice of the customer emerges as primary customer experience metric

19

© 2012 Forrester Research, Inc. Reproduction Prohibited

Voice of the customer is top metric for customer experience

20

© 2012 Forrester Research, Inc. Reproduction Prohibited

Productivity metrics are the most measured and improved with BPM

21

© 2012 Forrester Research, Inc. Reproduction Prohibited

Process cycle efficiency is the most used productivity metric

22

© 2012 Forrester Research, Inc. Reproduction Prohibited

Good improvement for customer-experience-focused BPM efforts

23

© 2012 Forrester Research, Inc. Reproduction Prohibited

Good improvement for quality-focused BPM efforts

24

© 2012 Forrester Research, Inc. Reproduction Prohibited

Percent complete and accurate dominates quality metric usage

25

© 2012 Forrester Research, Inc. Reproduction Prohibited

Agenda Survey overview and goals

Current BPM metrics do not prepare for the future.

Expanded BPM metrics must capture CxP and agility.

BPM metrics do not get C-suite visibility.

BPM improvements are uneven across metric categories.

BPM showed good but not great success across value streams.

26

© 2012 Forrester Research, Inc. Reproduction Prohibited

Manufacturing and request to service see best productivity gains

27

© 2012 Forrester Research, Inc. Reproduction Prohibited

Agility is not a current focus and not measured

28

© 2012 Forrester Research, Inc. Reproduction Prohibited

Manufacturing leads in customer quality improvement

29

© 2012 Forrester Research, Inc. Reproduction Prohibited

Service value streams show excellent results for customer experience

30

Thank you Craig Le Clair +1 617.613.6176 cleclair@forrester.com