Highlights of AIIM’s BPM Industry Study

13 July 2007

Survey sponsored by...

For more information, see our blog:www.aiim.typepad.com

or our website:www.aiim.org/industrywatch

Survey Respondents Represent a Wide Range of Company Sizes and Vertical Industries, With a Focus

on the U.S. Market

How many employees are there in your

organization?50%

26%

24%

1-100101-1,000>1,000

Figure 1:

How many employees

are in your organization?

State and local govt

Consultants

Banking and finance

Insurance

Utilities, oil and gas

Federal govt

Manufacturing 6

6

7

7

12

13

14

Figure 2:

Major vertical industries

in survey (%)

19%

23%

18%

23%

9%8%

Line of BusinessExecutiveRMDMITOther

Figure 3:

What is your role in

the organization?

Survey Respondents Represent Rich and Varied Experience Base

31%

18% 29%

16%

7%

NoneNext 6 monthsDepartmental onlyIntegrating across deptsEnterprise strategy

Figure 4:

What is your org’s

experience with RM

and DM?

BPM

ECM

Workflow

Bus Process analytics

Enterprise application integration

Business process re-engineering

Document process outsourcing 38

62

41

39

88

77

61

Figure 4: What is your understanding of

the following terms?

% that “fully understand” the term

11%

11%

32%

25%

20%

NoneNext 6 monthsDepartmental onlyIntegrating across deptsEnterprise strategy

Figure 5:

What is your org’s

experience with BPM?

A Solution Without a Clear Owner

68%

32%

YESNO

Figure 6: Do you have

a specific group in your

org responsible for

BPM?

16%

2%5%

8%

14%

15%

19%

21%

ITCIOPresidentCOOCFOCompliance or legalQualityOther

Figure 7: To whom does

the BPM group report?

Success is Not Guaranteed

6%

16%

25%

16%

36%

Little to no successInitially difficult; now some successDept success; no enterprise success yetLeveraged early success into repeatable improvementsVery successful at enterprise level

Figure 8: What is the

success of your

organization’s BPM

initiative?

Which Comes First? Process or Content?

7%

38%

26%

30%

BPM a subset of ECMECM a subset of BPMTwo separate initiatives; some intersectionNot related

Figure 9: In terms of

technology, what

relationship do you see

between ECM and

BPM? (From 2007 State

of ECM Industry Survey)

Back Office and Customer Service Head the List of Targeted Business Applications for BPM

Initiatives

Cust serviceBack office operationsOrder entry and billing

Compliance managementCompliance documentation

Manuf and fulfillmentSupply chain or logistics

IT servicesSales and marketing

HRGeneral admin

Risk managementR&D

Customer communicationsVendor communications 17

14811

2225

1425

1211

171820

3127

Figure 11: In which business

applications have you

ALREADY implemented a BPM

solution?

Cust serviceBack office operationsOrder entry and billing

Compliance managementCompliance documentation

Manuf and fulfillmentSupply chain or logistics

IT servicesSales and marketing

HRGeneral admin

Risk managementR&D

Customer communicationsVendor communications 40

3515

274750

2851

2214

5144

375253

Figure 10: In which business

applications MIGHT your

organization implement a

BPM solution?

Lessons Learned: Plan and Get Educated

Budget overrunExcessive “scope creep”

Internal politicsUnderest process and org issues

Low user acceptance; poor designUneven usage; poor enforcement

Failed to prioritize high-value contentFailed to address taxon and metadata

Poorly defined business caseUnderest content migration issues

Failed to define benefits beyond unitLack of training internal staff

Lack of training external suppliers 313

44

64

15

420

1412

8

Figure 12: What is THE MOST IMPORTANT obstacle

or problem to overcome in your organization with

regards to BPM?

4%

33%

32%

19%

11%

Figure 13: What is the level of need

in your organization for vendor

independent training on BPM?

NoneSomeModerateSignificantUrgent

BPM Requires Justification, But No Single Best Approach Exists

39%

36%

12%

4%8%

Don’t knowNot important at allSomewhat unimportantSomewhat importantVery important

Figure 14: How important is it in

your organization to justify BPM

investments?

Total cost of ownership

Net present value

ROI

Internal rate of return

Payback period 32

19

73

16

41

Figure 15: Which approach to justification is used in your

organization with regards to BPM investments? (Can

check more than 1; only those reporting at least one)

21%

14%

50%

15%

< one year1-3 years4-5 yearsNot calculated

Figure 16: What is

the expected

payback time for

your BPM initiative?

BPM Has a Wide Reach

23%

25%26%

21%

4%

Don’t understand the questionNot likelySomewhat likelyLikelyVery likely

Figure 17: How Likely

Would Your Organization

be to Use a BPM Solution

that Manages Both

Outbound and Inbound

Segments of a Business

Process?

BPM Not a Turnkey Implementation – Held Close to Home

Cust serviceBack office operationsOrder entry and billing

Compliance managementCompliance documentation

Manuf and fulfillmentSupply chain or logistics

IT servicesSales and marketing

HRGeneral admin

Risk managementR&D

Customer communicationsVendor communications 34

328

153636

2632

139

3624

304042

Figure 18: Which Processes are Candidates for a BPM

Solution that Would Include Both Outbound and Inbound

Capabilities?

5%5%

5%

38%

47%

Integrate BPM with Other SystemsCustomized Packaged SolutionHosted/SaaSOutsourced/Not SaaSOther

Figure 19: Which Best

Describes Your Organization's

Approach to Implementation of

BPM Solutions?

10%

12%

25%

47%

6%

Don’t know; don’t understandNot likelySomewhat likelyLikelyVery likely

Figure 20: How Likely

Would Your Organization

Ever Consider a

"Software as a Service"

to Meet its BPM Needs?

Survey sponsored by...

For more information, see our blog:www.aiim.typepad.com