Organizations using BPM internally are ultimately seeking to improve their decisions, operations and performance. This improvement naturally involves process changes based on activity monitoring and other input factors.
Outsourcing providers have, until recently, tended to limit the options for process changes because it made BPO easier to sell, operate and profit versus customization. However, one of the newer approaches in outsourcing is selective customization, and providers are beginning to use it as a key differentiator versus commodity pricing in a copycat market.
Example scenarios for selective customization might be a Human Resources department using outsourcing to manage a large number of expatriates across several dozen countries or emerging outsourcing areas such as R&D.
In order to make selective customization work, outsourcing providers need to at minimum effectively couple monitoring and agile response. Key considerations include:
Breakthrough process innovation is generally a welcome development, but increasing process value often means incremental and continuous improvement. Completing the loop begun earlier by active monitoring and agile response, some important considerations for continuous BPO improvement include:
BPM has helped organizations to maximize process value and improve their decisions, operations and performance. It makes sense to examine whether leveraging these principles for BPO can help to catalyze success for both the organization and its outsourcing providers.