Eliminate execution gaps bpm to help enterprises view their current business conditions

BPM is actually a management philosophy, not just software. What BPM helps enterprises do is to think about how to develop and where future market opportunities will be, looking at what will happen in the future is what BPM is going to do.

BPM is actually a management philosophy. It is not just software. BPM helps enterprises see what the current business situation is, help them see what happened in the past, and where the past market opportunities are, in the past, we wanted to see what we did in the past, what happened in the market, and what happened in the market.

What BPM helps enterprises do is to think about how to develop in the future and where future market opportunities are. What will happen in the future is what BPM will do.

In addition to looking at the past and thinking about the future, BPM must master the current situation. Therefore, how to monitor Enterprise events in real time has become a concern of BPM. For example, if an enterprise sells a product, how is the current sales status of the Enterprise? What is the current sales status of this product and the previous estimates? If the expected level is not met, what causes the problem? And make corresponding adjustments.

If there is a good CEO, the board of directors will perfect the strategy, but after a year, it will be found that the Strategy has been forgotten, and the execution may be strong but there is no direction, there is a big problem between these two points. At this time, through performance management, we can combine strategic thinking with direction and execution. There must be a set of methods and software to support this process. Any strategy should be based on facts, rather than thinking about it, this fact can only come from data. At the same time, the strategy should be oriented to the future, and the implementation should monitor whether each step is consistent with the strategy.

BPM is more comprehensive than ERP, because some enterprises do not necessarily have inventory or products, but they must have accounting, finance, and data. From this perspective, BPM has a much larger coverage than ERP, and the product chain is also very long.

What are the core sources of ERP, CRM, BPM, and all these fields? Through this, we can find out the commonalities and regionalities. BPM and ERP are two sources. A Silicon Valley software company provides powerful technologies. Another U.S. business school provides strong theories. But there is no such thing in China, so it is easy for us to follow others. In turn, it is not an accident that the two sides jointly drive the entire BPM concept.

In fact, there are two aspects of theory. One is the development of technology it itself, and it will develop without considering the market. Because it itself is innovative, it will keep moving forward, will continuously provide a variety of new weapons. Another aspect is management. Management is based on practice and theory. After these two parts are combined, BPM can be continuously developed. All these concepts of ERP, CRM, and SCM are similar, there is no difference. They are all means and methods for improving modern management.