Access your Pro+ Content below.
Business process automation for the business' sake
This article is part of the November 2010 Volume 5 issue of CIO Decisions
When Ed Bell was dispatched as a consultant to the commonwealth of Massachusetts' Senate and House of Representatives, the gig was to last four to six weeks, and his mission was fairly straightforward. Ed Bell A veteran CIO from the financial services industry, Bell had been asked to assess a failed business process automation project to streamline the work of the legislature and point the way forward. "When I evaluated it, the platform they had then was not good, but they could limp along with it. I said, 'Let's step back. Let's figure out what we really want to get out it, and re-engineer the whole thing,'" recalled Bell, who was named interim CIO for Massachusetts shortly after taking the assignment. "My point was that they were going to have to spend money on this either way. Do it right. Don't settle." Business process automation (BPA) is king in IT shops for good reason -- it saves money, cuts redundancies and enforces a fluid, repeatable workflow. But automation for automation's sake? That's a recipe for failure, say ...
Access this PRO+ Content for Free!
By submitting your email address, you agree to receive emails regarding relevant topic offers from TechTarget and its partners. You can withdraw your consent at any time. Contact TechTarget at 275 Grove Street, Newton, MA.
News in this issue
Business process transformation succeeds best in IT organizations emphasizing collaboration and real-time analysis. Learn how IT can bring transformation to the lines of business.
CIOs like Ed Bell caution that business process automation success doesn't necessarily hail from the process of automation or the BPM tool, but rather from an understanding of the desired business outcome.
Is the anytime, anywhere nature of IT making enterprise application architecture approaches obsolete? CIO Niel Nickolaisen explains why they remain relevant.