ERP CRM and HCM Business Process Management [How To Do Business Process Improvement]

Business process management is one of the key drivers for ERP, HCM, and digital transformation initiatives. However, it is also one of the most misunderstood components of transformation.

The problem? Vendor marketing spin - such as "best practices," "off the shelf functionality," and other misnomers - are misleading and confuse the issue. This often causes organizations and project teams to underestimate the importance and value of business process management.

This video breaks down the issue and provides a framework for how to do business process management in your ERP or HCM implementation. It also covers how to drive business process improvement as part of your digital transformation initiative.

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[lulamazondo]

Thanks Eric I'm fairly new in BPM and I found this to be extremely helpful High level indeed however makes more sense than most CIO I've listened to on webinars etc... Thank you !!

[HHK]

Outstanding Explanation and details involved in each level, , , keep it going Eric.

[book-dybc]

This was a great video. Very informative and insightful.

[juliogarcia]

Very simple to understand
Keep the good work Eric

[DensyL]

It does make sense to look first at the core business processes upfront. It may help in selecting/short listing ERP softwares for potential demos if they do meet at least to some point those core requirements. These core business process requirements could be show breakers for some ERP softwares .

[fideleananivi]

Thank you so much @Eric. Your videos are helping me a lot understand the digital transformation sector in which I am planning to develop my career. Big thanks. I will follow you on LinkedIn.

[assialafqiri]

Very useful and informative, thank you

[davidadams]

Excellent. I really like the priority 'sliding scale' delineation between core and peripheral processes. Talking about priorities, especially considering time-starved staff, budget cycles etc, would you advocate for a 'maturity model' approach instead of a somewhat binary current-state / future-state approach? That is, at level one, our organisation looks like this, at level five it looks like this - agree a change project to achieve level x, then use a continuous improvement process (PDCA) to move up?