As a CIO you are always looking to add value to the business. You want to deliver that competitive edge which will help your company overtake the competition.
In the current “credit crunch” climate, however, it is difficult to make significant new purchases. You are under great pressure to “stretch out your current resources and make do.” Add to this the probability that anywhere from 50% to 80% of your budget is pre-allocated to maintenance and support and you find yourself between the proverbial rock and hard place.
My natural inclination is to suggest you consider introducing BPM technology as a way of adding value. That, of course, is difficult to justify when you consider the inventory of other projects your team is focused on delivering. Even if you do try to introduce a more process oriented approach as a way of adding value it is likely that you are either operating in a culture where process is not part of the DNA of the Enterprise or the Business is already fully engaged in a six sigma business process improvement programme of their own.
My experience demonstrates that if IT can act as a showcase to demonstrate the value and approach, the Business is more likely to buy in, as they will see a less risky and more immediate release of value from an iterative approach to BPM deployment. What better way to deliver and demonstrate tangible results and value than by addressing your own IT process improvement challenges?