Traditionally, strategic enterprise resource planning (ERP) software, such as SAP and BAAN, entered large enterprises and changed them by force.
This is according to Craig Leppan, business development manager at Ovations, a business transformation solutions provider.
ERP systems became key to sales and ordering and planning, resulting in both successful and failed business outcomes because they were probably dragged along with other necessary organisational changes such as enterprise architecture, change management and process improvement, he says.
If other aspects of the business did not adapt to ERP implementation, then typically heads would roll and business would survive or fail, Leppan says.
In contrast, enterprise business process management (BPM) does not allow for this; there may be departmental BPM efforts starting with intentions of process change and business improvement; however, those intentions may be ignored by the current ERP system because BPM has not managed to integrate or add value to the ERP system, he explains.
Enterprise BPM needs to be understood and compared to enterprise ERP in order to see the challenges and differences in both approaches, Leppan says.
Leppan is a speaker at the ITWeb BPM Summit. He will discuss what enterprise BPM entails, promises and demands, using Gartner research to support his arguments.
The ITWeb BPM Summit takes place on 17 and 18 April, with a post-event workshop hosted by international expert Steve Towers on 19 April.
For more information about this event, click here.
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