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Insurers employing business process management (BPM) should create internal BPM governance group: Celent


December 10, 2010   by Canadian Underwriter


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For many insurers, large portions of their business processes are still ill-defined, poorly documented (or not documented), and labor-intensive, according to a new report from Boston-based research firm Celent.
The name of the report is Creating Business Value from Business Process Management: Solutions in Insurance. It finds Business Process Management (BPM) is “a maturing domain within insurance that has had some successes, but many failures, and many projects that did not meet expectations.”
The report advocates establishing BPM governance within an organization to provide consistency and repeatability from one project to the next.
“The [BPM] governance group is accountable for not only ensuring the establishment of BPM standards and best practices but also identifying the highest value business processes as well as process owners,” Celent notes.
Governance efforts must include defining BPM strategic, direction and value, the report says. It must also identify and evaluate business processes.
“Only after establishing an enterprise BPM strategy and direction should insurers focus on individual projects,” the report recommends.


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