The Power of End-to-End Process Management

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An organisation’s ability to respond to change, get to market quickly, and reduce their costs is the mantra of business leaders worldwide. By managing end-to-end processes and taking a global view of process ownership,  allows companies to unlock savings to increased performance, lower costs, more insights and compliance.

Global end-to-end process ownership enables organisations to gain benefits from end-to-end process management. Essentially, it involves having one single global process owner overlooking and taking responsibility for the design of the process, and other components such as the technology platform and how the service delivery model will be defined. This authoritative power of the process owner allows them to determine intended business outcomes and define how the process will work. An example of an end-to-end process is procure-to-pay, which is used in the software industry to describe the section of the procurement process that integrates the process beginning with the requisitioning of services and goods to the upload of files into an accounts payable system, as defined by Gartner.

An end-to-end process owner can improve the speed of execution and level of quality, as well as decreasing costs and handoffs. This involves being able to visualise duplicative efforts and quickly eliminating them. By integrating end-to-end ownership into an organisation's process management, companies can become more agile, allowing them to better meet high-level business objectives, streamline processes and systems, and rapidly make acquisitions.

Managing these end-to-end processes is not without challenges. A platform such as a business management system (BMS) allows organisations to integrate their organisational knowledge, including strategy, processes, policies and procedures, people and technology into one, and is a viable solution for those organisations wishing to be a step ahead in making sure their organisation is process-driven.