Business process management (BPM) is a competency as well as a technology. Most importantly, it is playing an increasingly essential role in getting more out of business automation efforts. This is due to the fact that it enables businesses to accurately predict how people and digital workers interact during lengthy operations.

Organizations are now able to automate their company, job by task, in a remarkably agile and simple way thanks to the business automation tsunami that was initially sparked by robotic process automation (RPA) and later powered by AI and ML. However, the simplicity of getting started has frequently resulted in a disregard for the need to comprehend how the many automated processes are connected, how data is transmitted between them, and how people are involved as decision-making or exception-handling entities. The administration of automation projects increasingly relied on “rules,” Excel spreadsheets, and SharePoint folders to orchestrate the numerous digital assets.

The early business automation paradigm did not include the crucial task of examining corporate operations and procedures comprehensively. This meant that chances to remove bottlenecks and automate work in a way that maximises corporate value were frequently missed or unclear. Often, the value of this overview is discovered too late. An organisation only realises that automating ordinary operations no longer generates sufficient return until the number of digital workers increases to a substantial level.

The high-volume, boring, and routine jobs that are the “low-hanging fruit” can simply be added to the robots’ work queues and done in predetermined batch runs. Automation programmes must concentrate on the business performance of the business processes, though, in order to have a really revolutionary impact – whether in terms of customer experience, competitive advantage, or company agility. The workflows that allow the organisation to produce the necessary business outcomes must be the centre of attention.

Digital workers cannot function using tacit knowledge and collective memory, whereas people can. They need instructions on how to navigate the larger workflow, of which they are a part. Organizations can perceive the company operations and processes as a whole by using BPM to combine their human and digital workers into seamless flows. The ability to prioritise task automation, report efficiency and effectiveness accurately, facilitate smooth operations, and have the critical understanding of how changes to one automation or process task may affect the entire ecosystem of a workflow and the actors involved are all made possible by BPM.

The orchestration that BPM can give acts as the beating heart of business workflows, pumping data throughout the organisation and supporting the crucial activity of business operations by permitting the harmonious cohabitation of both digital and human workers. Organizations can only fully utilise their digital workforce and enable the disruptive value proposition that business automation has to offer with this comprehensive vision and strategy to their automation programme.

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