The critical role of BPM in operational excellence.


2018 marked the 14th annual Operational Excellence Week in Australia. Considered one of the leading events for operations and process experts, it hosted hundreds of delegates who met and shared their experience while taking in case studies and keynotes from some of the world’s best.

Sarah Mainprize was there with Nintex Promapp and shares 5 of the key things she took away from her conversations with delegates.

Process excellence isn’t just for experts.


Traditionally, putting process management into the hands of the people ‘on the ground’ hasn’t been the norm.

‘The role of process capture and management was inherently always owned by technical analysts and specialists,’ Sarah says.

‘These days technical specialists are looking to pass this ownership back to the business, enabling continuous improvement to live on long term.’

Nintex Promapp’s message of process excellence reaching right to those who use the processes was previously a challenge to the status quo, but it’s now become a recognized best practice.

‘After years and years of discussion with industry leaders on this topic we have finally started to see it being treated as business-as-usual,’ Sarah reports.

‘Now it’s being brought forward to us as a requirement.’

Clear processes are critical to business agility.

The ability to pivot in response to changes in the marketplace is often the decider between being a market leader and being left behind. Sarah noted significant discussion at OPEX around the importance of agile business practices, and how to achieve them.

‘Organizations across the board are looking for ways to capture ideas, and ways to quickly implement them,’ she says, and that led to numerous conversations around Nintex Promapp’s capacity for capturing and managing processes.

‘It really feels like organizations are finally starting to embrace business process management (BPM) as a ‘must have’ rather than a ‘nice to have’ to support this requirement,’ she says.

Continuous improvement is a culture not a tool.

Many of the sessions spotlighted continuous improvement as a key to business success. Engaging teams in this aspect of process management was identified time and time again as a vital component. Sarah found the conversations she was having centered around building continuous improvement into the DNA of the business at every level.

‘A lot of organizations in their existing structure do not enable and drive a culture of continuous improvement and they’re looking to solve this issue,’ she says.

‘In this day and age, an organization's overall success is reliant on how fast they are able to react and adapt to industry changes and competitor activity so this is a really critical issue.’

Employing tools that drive team engagement was something many delegates recognized as a valuable element of their BPM approach.

Digital transformation doesn’t end with the tools. 

One of the hot topics of OPEX was digital transformation, but those speaking on it were quick to point out that there is no ‘silver bullet’ to be found in technology alone. Good processes and effective business process management have to underpin technological initiatives to give them a foundation for success.

‘Effective management of your processes is critical for technology implementations,’ Sarah explains, ‘and more and more organizations are starting to use business process management to support change management, as well as efficiency drives and the transformation effort.’

Tools and technology alone are not enough, and Sarah’s conversations returned time and again to the frameworks that were used to implement them, with process excellence at the core.

‘The industry is starting to recognize this, and it’s very encouraging to see.’

The robots are coming. 

Nintex Promapp brought David Johnston from Heritage Bank in Australia to OPEX to speak about their automation experience, and Sarah saw a lot of discussion arise on the topic.

‘Heritage Bank uses Nintex Promapp to identify automation or robotic process automation (RPA) opportunities,’ she explains. ‘David is a really passionate process specialist and has done a fantastic job of upskilling and redeploying staff who would previously have been responsible for the processes that are now completed via automation or RPA. A lot of these employees are now working across the business in lean initiatives and efficiency drives, to support their automation projects.’

Once again, the heart of what they have achieved is excellent business process management, supported by the Nintex Promapp platform. Understanding that RPA can only succeed where processes have already been captured and optimized by the people who knew them best was a key part of Heritage’s success and David's message.

‘It just reinforces the importance of having a business process management tool that everyone can use, not just technical specialists,’ Sarah says.

OPEX 2018 was an excellent opportunity to rub shoulders with leaders in the BPM world and share stories about where business optimization is headed.

We’re encouraged by the level of engagement with these issues that we saw and look forward to continuing the conversation and delivering effective solutions that build a solid foundation of great business process management.

Guest blogger bio.


Sarah Mainprize, Nintex Promapp Regional Sales Director - APAC, is passionate about helping teams simplify process management and create a positive improvement culture.

Since joining the organization, she has been responsible for helping hundreds of organizations across Australia and New Zealand to discover the benefits of business process management. Sarah loves seeing the success Nintex Promapp brings to her clients, and sharing their wins with the greater business community. 

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