The Lessons of BPM

Technology trends come and go, and a decade ago one of the hottest sectors in business software was Business Process Management (BPM). There were dozens of independent companies in the space, and major analyst firms such as Gartner and Forrester issued extensive reports about the various players selling BPM solutions. BPM technology is still very much alive, but many of the early leaders in this field either closed their doors or got absorbed by larger companies. And the lessons from the rise and consolidation of the BPM industry have profound lessons for us today.

Results, Not Process

One of the key reasons that many BPM pioneers had trouble was that they were solving a problem – process – that companies weren’t willing to pay a lot for. That’s because organizations pull the trigger on software purchases when they see a clear bottom-line or ROI benefit: “if we spend $100,000 on this software, we will sell $1.5 million more product,” or “this technology will reduce our operational costs by 15 percent.” Improving processes might be a laudable goal, but it’s hard to quantify the financial benefit of an improved function.

Rangal offers the best of both worlds: process improvements that also have a demonstrable ROI. Our software dramatically saves time and effort for business analysts, but we also drive revenue by allowing organizations to collect, analyze, and act on the information that they have in their databases, including Excel spreadsheets. So our customers can buy with ROI in mind, and have the added bonus of better ways to manage and use information.