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| So Why Business Process Improvement?
Improving business processes is paramount for businesses to stay competitive in today's marketplace. Over the years companies have been forced to improve their business processes because we, as customers, are demanding better and better products and
services. And if we do not receive what we want from one supplier, we have many others to choose from (hence the competitive issue for businesses). In addition, over the last 10 years several factors have accelerated the need to improve business processes. The most obvious is technology. New technologies (like the Internet) are rapidly bringing new capabilities to businesses, thereby raising the
competitive bar and the need to improve business processes dramatically. Another apparent trend is the opening of the energy markets and increased trade. Such changes bring more companies into the marketplace, and competing becomes more difficult. In today's marketplace, major
changes are required to just stay even. It has become a matter of survival for most companies. Additionally, the merger and acquisition strategies that are occurring in the energy industry, bringing corporeal growth in size and scope of business operations and market share, is changing the industry
“landscape”. As synergies of business activities between different corporations are exploited as a result of a merger or acquisition, the ensuing redundancy of business processes and functionalities created by the merger are
inefficient, and costly. As a result, companies have sought out methods for assessing their business processes, for improving business performance, recording transactions, streamlining operations, and managing the available information technology. Moreover, companies want breakthrough performance changes, not just incremental changes, and they want it now. Because the rate of change has increased for everyone, few businesses can afford a slow change process. One approach for change and improvement that has emerged is the Business Process Assessment (BPA). In a manner of speaking, it is like projecting yourself into the future and asking yourself: what should the process look like? What do our customers want it to look like? What do employees want it to look like? How do best-in-class companies do it?
What might our company be able to do with new technology? Such an approach begins with defining the scope and objectives of your BPA project, then going through a learning process. Given this knowledge base, companies can create a vision for the future and design
new business processes. Given the definition of the "to be" or “should be” state, it is possible to create a plan of action based on the gap between a company’s current processes, technologies and structures, and where it wants to go. It is then a matter of
implementing the solution.
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