BPM Strategies - March 2008 - (Page 11) BPM TRENDS Carilu Dietrich leads BEA’s BPM Product Marketing team, focusing on product strategy, performance and analysis. She has led process optimization projects across a variety of functions, including sales operations, marketing and customer experience. She also led the large process integration project for the BEA acquisitions of Fuego and Plumtree Software. Carilu has spent the past five years focused on the portal, collaboration and BPM markets, gaining a unique vantage point on the convergence of all three. Cutting Through the Noise – The State of the BPM Market I t’s no secret that the BPM market is hot, hyped and growing rapidly. As several recent surveys show, Business Process Improvement ranks as the #1 priority for both business and IT leaders in 2008. But the market noise around process solutions can be deafening. There are many different types of solutions creating a confusing matrix of process improvement options. In an effort to help our BPM customers benchmark their deployments, BEA conducted a world-wide survey of over 200 AquaLogic BPM customers in November 2007. To help put trends in perspective, we dug deep into hundreds of recent analyst reports, articles, and market surveys to create a “State of the BPM Market” white paper (www.bea.com/BPMstateofthemarket). The report explores the rise of BPM, the current trajectory, and the trends to watch in 2008. So what did we find? Market Consolidation and Technology Convergence: The BPM market is consolidating from nearly 150 vendors recognized in 2006 to just 25 in 2007. Large enterprise-class vendors are replacing the small “pure-plays,” offering more holistic solutions. Quickly Bridging Gaps: BPM is increasingly being used to manage processes that span multiple packaged applications: BEA’s customer survey shows 65% of BPM deployments integrate three or more systems and 60% of customers deploy their first process in under six months. People Process Problems: In numerous surveys, respondents indicated that organizational challenges such as internal politics and change management outweigh technical challenges in deploying BPM. Organizations with successful BPM deployments don’t just focus on the technology, but see continuous process improvement as an imperative business strategy. BPM, Collaboration and Social Computing: Many customers are looking for ways to better support ad-hoc, collaborative activities that support processes but are not supported today by BPM. Leading BPM products are starting to incorporate a wide range of collaborative and social process activities that today are lost in email, documents, and hallway discussions. BPM Adoption Mostly Departmental: Many leading-edge companies are tackling enterprise-wide processes, but they are more the exception than the rule. A BEA market maturity survey completed by nearly 1200 business and IT professionals throughout 2007 showed that just 18% of companies were currently deploying enterprise-wide BPM. Per the survey, nearly half of BPM deployments are still focused on departmental process problems. BPM has seen rapid growth in the last few years because it is more successful than earlier approaches in bringing business strategists and technologists together to solve process problems. BPM offers the two groups a shared set of tools and techniques to accomplish common goals. However, the classic ITBusiness contention remains a wild-card factor in the BPM market throughout 2008. Yet as BPM projects expand across enterprise and reach for more information in more systems, IT is increasingly required for success. The pendulum looks to swing back and forth between business and IT-led process initiatives in 2008, hopefully finding a happy path of cooperation. Stay tuned for April’s article as we explore the technology trends to watch for more effective process improvement. March 2008 11 http://www.bea.com/BPMstateofthemarket
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