01 - OpenText BPM 2016 03

AIIM WHITE PAPER
Delivering the priorities and opinions of AIIMs 193,000 community
BPM - User Perceptions

and Expectations
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WHITE PAPER BPM - User Perceptions and Expectations
About the White Paper

As the non-profit association dedicated to nurturing, growing and supporting the user and supplier communities of
ECM (Enterprise Content Management) and Social Business Systems, AIIM is proud to provide this research at no
charge. In this way the entire community can take full advantage of the education, thought-leadership and direction
provided by our work. Our objective is to present the wisdom of the crowds based on our 195,000+ community.
We are happy to extend free use of the materials in this report to end-user companies and to independent
consultants, but not to suppliers of ECM systems, products and services, other than OpenText and their partners. Any
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Our ability to deliver such high-quality research is made possible by the financial support of our underwriting
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Process used and survey demographics

The survey results quoted in this report are taken from a survey carried out in January of 2016, with 177 responses
from individual members of the AIIM community surveyed using a web-based tool. Invitations to take the survey were
sent via email to a selection of the AIIM community. 58% of the respondents are from North America and 19% from
Western Europe, covering a representative spread of various industry sectors.
About AIIM
AIIM has been an advocate and supporter of information professionals for nearly 70 years. The association mission is
to ensure that information professionals understand the current and future challenges of managing information assets
in an era of social, mobile, cloud and big data. AIIM builds on a strong heritage of research and member service. Today,
AIIM is a global, non-profit organization that provides independent research, education and certification programs to
information professionals. AIIM represents the entire information management community: practitioners, technology
suppliers, integrators and consultants. AIIM runs a series of training programs, which can be found at http://www.aiim.
org/Training.
About the author

Bob Larrivee is Vice President of Market Intelligence at AIIM, and an internationally
recognized subject matter expert and thought leader with over thirty years of experience
in the fields of information and process management. Bob is an avid techie with a focus
on process improvement, and the application of advanced technologies to enhance and
Bob Larrivee automate business operations.
Vice President of Market
Intelligence, AIIM
2016 @ 2016
AIIM OpenText
1100 Wayne Avenue, Suite 1100 275 Frank Tompa Drive
Silver Spring, MD 20910 Waterloo, ON N2L 0A1 Canada
(+1) 301 587-8202 Tel: 519-888-7111
www.aiim.org Web: www.opentext.com
AIIM 2016 www.aiim.org / OpenText 2016 www.opentext.com 1

Table of Contents
About the White Paper.......................................................................... 1

Process used and survey demographics.......................................................................1
About AIIM.......................................................................................................................1
About the author.............................................................................................................1
Introduction.............................................................................................. 3
Key Findings.....................................................................................................................3
Perceptions............................................................................................... 4
Technology and Infrastructure............................................................. 7
Use and Spend.......................................................................................... 9
Conclusion................................................................................................. 12
Recommendations...........................................................................................................13
Appendix 1: Survey Demographics .................................................... 14

Survey Background..........................................................................................................14
Organizational Size..........................................................................................................14
Geography........................................................................................................................14
Industry Sector.................................................................................................................15
Job Roles...........................................................................................................................15
UNDERWRITTEN BY.............................................................................. 16
About OpenText...............................................................................................................16
About AIIM.......................................................................................................................16

Introduction
In todays business world, organizations must be able to adjust, respond, and deliver products
and services effectively, efficiently - on their clients schedules. Agility is the key to meeting
these growing and changing business demands. Gone are the days of lengthy business analysis,
development and implementation projects spanning two or more years. Business leaders know that
change must occur rapidly to remain competitive, retain current clients, and attract new business.
BPM in a true sense is the combination of process, people, information, and technology focused
on resolving operational business problems making businesses run more effectively. From a
technology perspective, the question takes shape: how quickly and effectively can an organization
implement a BPM solution that delivers functional results with faster ROI?
In this report we look at user needs, perceptions and expectations related to BPM Solutions
delivery. This paper presents the findings of the survey along with the analysts commentary and
recommendations.
Key Findings
Perceptions
n 73% of organizations feel BPM increases organizational agility. 67% believe BPM enhances
and supports collaboration.
n BPM initiatives are driven at the departmental level according to 65% of respondents. 38%
indicate BPM is initiated from the bottom up.
n Security and access control is the focus of BPM for 23% of respondents. 55% say their BPM
projects are focused on analysis and reengineering.
Technology Infrastructure
n Data management is cited as part of BPM functionality for 54% of respondents. 42% indicate
that their BPM solution is integrated with their ECM and ERP systems.
n Process monitoring using BAM (Business Activity Monitoring) tools is in place for 36% of
respondents. 24% say they use simulation tools for their processes.
Use and Spend
n 70% of respondents indicate their BPM focus is on content driven processes. Transactional
and repetitive processes are the focus for 74%.
n Activity monitoring is considered essential for their BPM solution choice (64%). 51% see
modelling as mandatory when considering a BPM solution.
n 36% indicate the CIO/COO will make their BPM purchase decision. 23% indicate the line-of-
business manager will make the BPM purchase decision.

Perceptions
BPM (Business Process Management) means many things to many people, based on their role
within an organization and their understanding of technology. For some it is pure technology. For
others it is process automation, and for others still, it is tied closely to improvement practices like
Six Sigma, Lean and TQM (Total Quality Management).
The majority of respondents to our survey see BPM from a technology centric perspective (91%),
while 80% see it as the automation of manual tasks. For 78% of respondents, BPM represents
change management. (Figure 1) While all of these are valid perceptions of BPM, the reality is
that BPM combines all of these people, process, technology, and governance and should be
considered a practice of continuous improvement rather than a one-time project.
Figure 1. In my view, BPM (Business Process Management) is:
0% 15% 30% 45% 60% 75% 90% 105%
The automa on of manual tasks
Re-engineering
Change Management
Six Sigma/Lean/TQM (Total Quality
Management)
Workflow or BPM technology
Agree Disagree Not sure
Regardless of how it is perceived, BPM is an integral part of digital transformation for many
organizations, and is closely tied to content. In some organizations, content is driving processes
related to case management, providing content and context at various process points.When you
think about it, content without process0% goes15% 30%
nowhere, 45% without
and process 60% content
75% serves
90% no
purpose. As business becomes more digitally centric, it stands to reason that process is impacted
and mustEnables
also become
processdigitally
automaonenhanced.
When Increases
we askedorganizaonal
about BPM inagility
relation to digital transformation, the majority (83%) said they feel
BPM is a process automation enabler. Increased organizational agility is cited by 73%, while 67%
believe thator
Enhances BPM enhances
supports and supports collaboration. (Figure 2)
collaboraon
Provides operaonal flexibility
Engages the remote workforce
Has no relevance to digital transformaon
Other:
0% 10% 20% 30% 40% 50% 60% 70%

Change Management
WHITE PAPER
Management)
BPM - User Perceptions and Expectations
Workflow or BPM technology
0% 15% 30% 45% 60% 75% 90% 105%
The automa on of manual tasks

Figure 2. In my view, BPM supports digital transformation in the following ways:
Re-engineering
0% 15% 30% 45% 60% 75% 90%
Change Management
Enables process automaon
Increases organizaonal agility
Management)
Workflow
Enhances or BPM collaboraon
or supports technology
Provides operaonal flexibility Agree Disagree Not sure
Has no relevance to digital transformaon
Other: 0% 15% 30% 45% 60% 75% 90%
Enables process automaon

Given that content and process are so tightly tied together, it is obvious that there is an impact on
the business organization
Increases itself. When
organizaonal agility process or the way content is managed changes, there is an
impact on how the organization will operate going forward. For example, where once there was a
paperEnhances
form, there is now acollaboraon
or supports digital form. The point of capture has changed, as has the opportunity to
interact with that information. As content 0%enters
10% the information
20% 30% 40%ecosystem
50% 60% through
70% various multi-
Provides
channel input operaonal
sources, flexibilitycategorized, and serves as a trigger to initiate related workflows
it is identified,
and notifications to appropriate personnel who may require this information like case workers, claims
Departmental iniaves
reviewers, etc. As a result, department heads must now consider operational options regarding
workflow
Has Topat theto
no relevance
down departmental level and from an end-to-end perspective.
digital transformaon
management mandates
When we asked
Boom-up for insight on from
recommendaons how the
BPM is initiated in their organizations, 65% of our respondents
Other:
indicate it is being driven at community
user the departmental level. 53% say they have seen BPM initiated from a top
down mandate, while 38% say it also comes from the bottom-up. (Figure 3) BPM initiatives can be
Regulatory
driven compliance
from a variety requirements
of positions within an organization, and should be viewed as a team effort across
the enterprise based on business needs and requirements.
Industry compliance requirements
Figure 3. BPM is initiated in my organization by:
Regional compliance requirements
0% 10% 20% 30% 40% 50% 60% 70%
We do not do BPM
Top down management mandates

Boom-up recommendaons from the
user community
Regulatory compliance requirements
Regional compliance requirements

0% 10% 20% 30% 40% 50% 60%
We do not do BPM
Process transformaon through analysis and reengineering
Informaon accessibility and delivery including mobile
Change management
Digital transformaon focused on enhanced technology use
WHITE PAPER
Top down management mandates BPM - User Perceptions and Expectations
Boom-up
Delivering the priorities and recommendaons
opinions of AIIMs from the
193,000 community
user community
Regulatory compliance requirements

This leads us to
Regional understanding
compliance the reason or focus organizations have in relation to BPM. What is
requirements
the purpose of their BPM project? Is it to address productivity issues, provide insight into business
operations, enhanceWe their
docase management
not do BPM activities, or perhaps support compliance requirements
at some level? This is a key element for success, knowing that technology for the sake of technology
use, will typically not deliver expected results.
There must be a reason or focus related to the BPM project, a business problem to solve. 55%
of our respondents see BPM as way to analyze and reengineer their business operations. Some
organizations see BPM as a way to address access and mobile device use (38%), while others are
focused on BPM as part of their change management initiatives (33%). Nearly one-quarter (23%)
say their BPM projects are focused on security and access control, indicating the need to support
compliance requirements, and manage their workflows more closely. (Figure 4)
Figure 4. Our BPM projects focus on:

0% 10% 20% 30% 40% 50% 60%
Process transformaon through analysis and reengineering
Informaon accessibility and delivery including mobile
Change management
Digital transformaon focused on enhanced technology use
Analycs, data sourcing and integraon
Data quality management, data cleansing and migraon
Informaon security and access control
KPI, KRI development and monitoring
Oversight and connuous informaon ecosystem improvement
Aggregaon and curaon
Other:
Along with focus, comes expectation. Clear focus helps to set expectations that are both realistic
and achievable. If the focus is on streamlining, the expectations might be better or faster processing
times. If the focus is greater operational efficiency, expectation might be one of reduced errors and
exceptions processing. This is true of our respondents.
When we asked about their expectations for BPM, 91% cited better processing capabilities while
93% say they expect to reduce error and exception processing. Operating efficiency is the focus and
without increased visibility, the expectation for 87% of respondents, improvement is more difficult if
not indescribable. (Figure 5) The key here is that all of these are reasonable expectations for a BPM
initiative, and are most certainly achievable when there is clear focus on the business problem to be
solved.

Figure 5. Our BPM projects are expected to:

0% 20% 40% 60% 80% 100%
Reduce staff and office overhead numbers
Process business crical acvies faster
Reduce the number of errors and excepons

0% 20% 40% 60% 80% 100%
Reduce overall IT costs
Reduce staff and office overhead numbers
Reduce duplicaons
Process business crical acvies faster
Increase visibility into operaonal efficiencies and
bolenecks
Reduce the number of errors and excepons
Reduce business risks
Reduce overall IT costs
Improve customer service and retenon
Reduce duplicaons
Increase visibility into operaonal efficiencies and
bolenecks
Technology and
Reduce Infrastructure
business risks
Having identified the perceptions of BPM, we turn our focus to the technology. While many cited that
their perceptions
Improve ofservice
customer BPM isand
a means to automate manual processes, when asked about the functionality
retenon
0% management
of their BPM solution, 54% of respondents say data 20% 40% of it.
is included as part 60%
While there are still options available as to howAgree

Data management BPM is purchased and implemented,
Disagree 36% indicate they
Not sure
have a BPM Suite and 42% say their BPM solution is integrated with their ECM and ERP systems. (Figure
6) In this sense, BPM becomesECM/ERP integraon of the information and process ecosystem, coordinating
the centerpiece
the human-to-human, system-to-system,
Business Process Management andSuitehuman-to system interactions of the business.
Figure 6. Our
Mobile device support/mobile appsBPM functionality includes:
0%
Cloud services 20% 40% 60%
Case management
Data management
Rules engine/management
ECM/ERP integraon
Process intelligence capabilies
Business Process Management Suite
Other:
Mobile device support/mobile apps
Cloud services
Case management
Rules engine/management
0% 20% 40% 60%
Other:
Business process modelling
Business acvity monitoring

Process simulaon
Improve customer service and retenon
WHITE PAPER BPM

Agree
- User Perceptions
Disagree
and Expectations
Not sure
0% 20% 40% 60%
The true power of BPM Data

liesmanagement
not just in the ability to bring all of the business elements together; it
is also the ability toECM/ERP
design and monitor business processes and activities. For many organizations,
integraon
business processes developed as a result of serendipitous need. Something had to happen, action was
takenBusiness Processthe
that achieved Management Suiteand it became the way things are done from that point forward.
desired result,
It mayMobile
not bedevice
the most efficient process,
support/mobile apps but it works. This no longer is an acceptable approach, and
the opportunity to use BPM to help design processes is rapidly being embraced.
Cloud services
The thought of designing more efficient ways of working operational processes - is at the forefront
Case management
of 51% of our respondents, who say they are using process modeling tools to help in the design of
their businessRules
processes. 36% say they use BAM (Business Activity Monitoring) tools to gain insight
engine/management
on how processes are functioning, assess potential issues, and identify areas of opportunity for further
process improvement.
Other:
The ability to design, model, and monitor business processes provide great benefit to an organization.
Now combine this with the ability to simulate a process, as indicated by 24% of our respondents, using
the real data collected through monitoring, there is now an ability to predict the impact and result of
process change prior to implementation. (Figure 7)
Figure 7. In relation to BPM, our organization uses:

0% 20% 40% 60%
Business process modelling
Business acvity monitoring
Process simulaon
Mobile Applicaon Development tools
API/SDK toolkits
Process discovery technology
Other:
So what development approaches have been taken in relation to BPM projects? These can be as varied
as the perceptions, but the reality is there is no one magic bullet that fits all scenarios and business
requirements. The approach is dependent upon what it needed in relation to the business goal. If all
you need is a linear capability of moving information or content from point A to Point B, the approach
will be different than a more complex workflow involving human and systems interactions.
Use of electronic forms is the approach cited by 78% of our respondents, while 70% say they use
a combination of web content and process 0% management
20% tools. Those requiring
40% 60% a more80%robust100%
integration across their various information and line-of-business applications systems (53%), EAI
(Enterprise Application Integration) is the development approach of choice. (Figure 8) It all translates
toEnterprise Applicaon
properly assessing Integraon
the need, and(EAI)
using the right tools and approaches that meet the needs and
requirements of the business.
Enterprise Service Bus (ESB)
Service Oriented Architecture (SOA)

Open Source
API/SDK toolkits
WHITE PAPER
Process discovery technology
Other:
Figure 8: Our development approach includes:
0% 20% 40% 60% 80% 100%
Enterprise Applicaon Integraon (EAI)
Enterprise Service Bus (ESB)
Service Oriented Architecture (SOA)
Open Source
Electronic forms
Web content/process management
Yes No Not sure
Use and Spend

We have seen the perceptions of BPM and looked at the technology and how it is implemented; our
attention now focuses on the future. How is BPM to be used, what functionality is being sought after,
and when will an investment be made?
Not surprisingly, automating transactional and repetitive processes continues to be the focus for
the majority of our respondents (74%). While this is a rather traditional point of focus for BPM
and process automation, it is encouraging to see positive indicators pointing to BPM use for cross
functional collaboration (70%), and content driven processes (70%). (Figure 9) As competition
increases, responsiveness, efficiency, and cost management become essential business drivers in a
more intelligent approach to information and process management.

Figure 9: My organization plans to use BPM in support of the following:
0% 20% 40% 60% 80% 100%

0% 20% 40% 60% 80% 100%
Forms driven processes
Forms driven processes
Content driven processes
Content driven processes
Case management
Case management
Cross-funconal collaboraon
Cross-funconal collaboraon
Repeve/transaconal processes
Repeve/transaconal processes
Compliance adherence
Compliance adherence
Other
Other Yes No Not sure
Demand for specific functionality from a BPM solution aligns with
Yes the No
need for organizations
Not sure to gain
better insights and control over operational processes. 64% of respondents indicate that analytics
and reporting as a must have, while 61% see activity monitoring as essential from their BPM
solution of choice. Additionally, 51% indicate that modeling is a mandatory function to meet their
requirements. (Figure 10)
Figure 10. Our
0% BPM 20%
choice must
40%include60%
the following
80% functionality:
100%
0% 20% 40% 60% 80% 100% So
Process discovery we
Process discovery
Modeling
Modeling
Simulaon
Simulaon
Producing an executable file
Acvity monitoring
Acvity monitoring
Integraon/interoperability across on-premise
and cloud applicaons
Integraon/interoperability with on-premise and applicaons
and cloud
cloud repositories
Integraon/interoperability with on-premise and
cloud repositories
Process analycs and reporng
Mandatory Desired Irrelevant

Six months
Acvity monitoring
WHITE PAPER
Acvity monitoring
Integraon/interoperability with 193,000
Delivering the priorities and opinions of AIIMs
on-premise and
community
Integraon/interoperability across cloud repositories
on-premise
Process analycs
Integraon/interoperability with on-premise and reporng
and
cloud repositories
know what folks are looking for, but when do they plan to buy it? 8% of our respondents indicate they
plan to make a purchase within a year; 1% of those say it will be within the next 6 months. 17% say they
are planning a purchase within one to five years, indicating they are likely in the investigative stage and
developing their budgets. 35% indicate they already have a BPM solution in place. (Figure 11)
Figure 11. Our organization is planning to purchase a BPM solution within:

Six months Six to twelve
1% months
7%
Six months One to two
Six to twelve
1% months years
7% 8%
No plans One to two
40% years
8% Within the
next five years
No plans 9%
40%
Within the
next five years
9%
Already have
one
35%
Already have
one
For those who have a BPM solution in place, expansion is planned within 35% a year for 24%, and of those,
13% indicate it will happen within 6 months. 37% indicate they are planning an expansion within one to
five years, while 4% says they are panning a total replacement of their current BPM solution. (Figure 12)
Six months
N/A - we don't 13%
Figure 12. Our organization plans to expand our current solution within:
have one
35% Six months
N/A - we don't 13% Six to twelve
have one months
35% 11%
Six to twelve
months
11%
One to two
years
17%
Not at all we One to two
intend to years
replace it 17%
4% Within the next
Not at all we five years
intend to 20%
replace it
4% Within the next
five years
20%

Indicators point to growth in the BPM market space over the next five years. That said, we asked
who is making the purchase decisions. Our research shows that for 36% the CIO/COO will make the
decision, with 23% saying it is the line-of-business manager (23%). IT is not out of the equation, nor
should they be. For 21%, IT is where the decision will be made. (Figure 13) The reality is that BPM
should be seen as a team effort with all parties involved.
Figure 13. The evaluation and decision will be made by:
External Other
consultants 4%
5%
CIO/COO
36%
End-users
11%
IT personnel
21%
Line-of-Business
managers
23%
Conclusion
As more and more business information is born digital, and paper-based information is digitized,
automated business processes become an integral part of digital transformation initiatives. In more
ways than ever before, content entering the organization from multiple sources is driving processes
from the first touch point, The moment content enters the information ecosystem, it is identified,
and made ready for use by many sources immediately. In short, the capability of delivering the right
information to the right people at the right time, more efficiently and quickly, is a reality. When talking
about case management related to agencies like Child Services, and Healthcare, it could mean the
difference between success, and less than favorable results.
BPM serves as a digital transformation enabler, allowing organizations to bring people, process, and
information together across the enterprise and beyond. BPM enriches the information ecosystem by
connecting human-to-human, system-to-system, and human-to-system. The result being increased
operational efficiency and effectiveness at lower operational costs, organizational agility and flexibility
to meet user demand and regulatory compliance, and improved collaboration and responsiveness
across the enterprise.

While perceptions may still be varied, there is a growing consensus that operational insight, process
improvement and design, and change management are all recognized as a vital part of digital
transformation and BPM. Businesses of all sizes are increasingly looking for ways to analyze, design,
and automate their business processes in order to gain, maintain, and increase their competitive
advantage.
Business leaders now see BPM as a way to automate their business processes based on the business
rules with built-in decision-making capabilities, rather than simply creating a digital version of their
manual processes. They know that there is greater value and benefit to be gained by looking at the
entire process, end-to-end, bringing vital information onto the process closer to the first touch point,
bringing it under secure corporate control, and immediately distributed for appropriate actions to be
taken.
Recommendations
Start with your business process goals. Identify and document the process along with all information
related to the process. Identify areas for immediate improvement, design the way work will be
done, select appropriate technologies to support the new process design, and automate as much as
possible. Make the connection between content and process to uncover where and how it enters your
organization and who interacts with it. At the same time, try to identify who else could benefit from
this information once it becomes available.
Consider taking the following steps:

n Investigate existing best practices and technology in place within your organization and industry.
n Identify challenges your organization is facing with current operational processes.
n Document interactions between content, humans, and systems.
n Understand regulatory, legal and industry compliance requirements and how they impact
process.
n Establish governance policies and the use of standards wherever possible.
n Without process, business stops. With poor processes, businesses struggle. With designed,
automated processes, businesses learn, refine, and grow. The next step is yours to take.

Appendix 1: Survey Demographics

Survey Background
The survey results quoted in this report are taken from a survey carried out in January 2016 with 177
total responses collected from members of the AIIM community, via a web-based tool. Invitations to
take the survey were sent via email to a selection of AIIMs 195,000+ community.
Organizational Size
Larger organizations (over 5,000 employees) represent 23%, with mid-sized organizations (501 to 5,000
over 10,000
employees) at 29%. Small-to-midempssized organizations (11 to 500 employees) are 48%.
14% 11-100 emps
over 10,000 26%
5,001-10,000 emps 11-100 emps
emps 14%
26%
9%
5,001-10,000
emps
9%
1,001-5,000
emps 101-500 emps
17% 22%
1,001-5,000
emps 501-1,000 101-500 emps
17% emps 22%
12%
501-1,000
emps
12%
Geography
The survey was international, with US and Canada making up 58% of respondents, and 19% from the
UK and Western Europe.
Mexico,
Asia, Far East Central/S.Americ
4% a, Caribbean
Middle East, Mexico,
4%
Africa, S.Africa Asia, Far East Central/S.Americ
6% 4% a, Caribbean
Middle East, 4%
Australia,Africa,
New S.Africa
Zealand 6%
7%
Australia, New US
Zealand
Eastern Europe, 45%
Russia 7%
2% US
Eastern Europe, 45%
Russia
Western2%Europe
12%
Western Europe
12%
UK, Ireland
7%
UK, Ireland Canada
7% 13%
Canada
13%
UK, Ireland
Western Europe
12% 7%
BPM
13% - User Perceptions and Expectations
Canada
WHITE PAPER
UK, Ireland
7%
Canada
13%
Power, Ulies,
IndustryRetail,
SectorTransport,
Telecoms 4% Other, please
Bureau/Outsource 1%
specify 4%
Real Estate 4%
Our research spans across multiple industries with Government representing 17%, and Finance and
Charity, Not-for-Profit 1%
Insurance representing 13% of respondents.
Regulator/Research/
Independent body 1% Power, Ulies, Consultants 6%
Telecoms 4% Other, please
Retail, Services
Transport, specify 4% Bureau/Outsource 1% Educaon 8%
Professional
Real Estate 4%
and Legal 2% Charity, Not-for-Profit 1%
Regulator/Research/
Pharmaceucal and
Independent Consultants 6%
Engineering &
Chemicalsbody
3% 1% Construcon
3% 8%
Educaon
Professional Services
Mining,
and Oil & Gas
Legal 2% 5%
Finance/Banking
Pharmaceucal and 8%
Manufacturing, Engineering &
Chemicals 3% Construcon
Aerospace 3%
3% Insurance
Mining, Oil & Gas 5% 5%
Finance/Banking
IT & High Tech - 8%
not ECM
Manufacturing, Government &
6%
Aerospace Public Services -
3% Naonal 6%
Insurance
IT & High Tech - 5%
Government &
IT & High supplier
Tech - of ECM Public Services
notproducts
ECM or services -
Government &
13% Local/State
Public Services -
6% Healthcare 11% Naonal 6%
7%
IT & High Tech -
supplier of ECM Government &
products or services Public Services -
13% Local/State
Healthcare 11%
7%
Job Roles
Our community is diverse ranging from front-line employees to the C-level executive. 14% of
respondents say their role is Executive and Department Head, 18% are from IT services, 14% are
document and records management staff, and 14% are project managers/consultants.
Other, 12%
President, CEO, IT staff
Managing Director 12%
4%
Informaon Head of IT
Governance 6%
Manager, Director Other, 12%
President, CEO, IT staff
2% Managing Director
12%
Data Officer 4% IT Consultant or
3%
Informaon Head of ITManager
Project
Governance 6%
14%
Manager, Director
Business
2%
Consultant
10%
Data Officer IT Consultant or
3% Project Manager
Line-of-business
execuve, 14%
Business
department head IM, Records or
Consultant
or process owner document
10% 14% Head of management staff
14%
records/informaon
Line-of-business management, 9%
execuve,
department head IM, Records or
or process owner document
Head of management staff
14% 14%
records/informaon
management, 9%
UNDERWRITTEN BY
OpenText (NASDAQ: OTEX, TSX: OTC) is a global leader inEnterprise Information Management
(EIM), enabling the digital world by creating a better way for organizations to work with information
and achieve actionable results.
OpenText is driving the digital transformation our customers need to better manage information,
better integrate their business networks and make better business decisions with analytics.The
OpenText EIM strategy enables organizations to discover and manage information to spur growth
and innovation, and decrease time to competitive advantage. OpenText is enabling the digital world
for more than 100,000 customers,with the OpenText Cloud processing over 18 billion transactions
per year for more than 64,000 customers around the world.OpenText solutions consist of suites
representing the next generation of innovation in Enterprise Content Management (ECM), Business
Process Management (BPM), Customer Experience Management (CEM), Business Network and
Analytics.
OpenTexts Enterprise Information Management (EIM) solutions address key business goals that drive
digital transformation, and are designed for deployment in the cloud, on-premises and in hybrid (cloud
and on-premises) environments.
AIIM (www.aiim.org) AIIM is the global community of information professionals. We provide the
education, research and certification that information professionals need to manage and share
information assets in an era of mobile, social, cloud and big data.
AIIM AIIM Europe

1100 Wayne Avenue, Suite 1100 Office 1, Broomhall Business Centre,
Silver Spring, MD 20910 Worcester, WR5 2NT, UK
+1 301.587.8202 +44 (0)1905 727600
www.aiim.org www.aiim.eu

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AIIM WHITE PAPER

Delivering the priorities and opinions of AIIMs 193,000 community

BPM - User Perceptions

About the White Paper

Process used and survey demographics

About the author

AIIM 2016 www.aiim.org / OpenText 2016 www.opentext.com 1

About the White Paper.......................................................................... 1

Technology and Infrastructure............................................................. 7

Use and Spend.......................................................................................... 9

Appendix 1: Survey Demographics .................................................... 14

AIIM 2016 www.aiim.org / OpenText 2016 www.opentext.com 2

AIIM 2016 www.aiim.org / OpenText 2016 www.opentext.com 3

Figure 1. In my view, BPM (Business Process Management) is:

0% 15% 30% 45% 60% 75% 90% 105%

The automa on of manual tasks

Provides operaonal flexibility

Engages the remote workforce

Has no relevance to digital transformaon

0% 10% 20% 30% 40% 50% 60% 70%

The automa on of manual tasks

Provides operaonal flexibility Agree Disagree Not sure

Engages the remote workforce

Has no relevance to digital transformaon

Other: 0% 15% 30% 45% 60% 75% 90%

Enables process automaon

Top down management mandates

Regulatory compliance requirements

Industry compliance requirements

Regional compliance requirements

Informaon accessibility and delivery including mobile

Regulatory compliance requirements

Industry compliance requirements

Figure 4. Our BPM projects focus on:

Process transformaon through analysis and reengineering

Informaon accessibility and delivery including mobile

Digital transformaon focused on enhanced technology use

Analycs, data sourcing and integraon

Data quality management, data cleansing and migraon

Informaon security and access control

KPI, KRI development and monitoring

Oversight and connuous informaon ecosystem improvement

Aggregaon and curaon

AIIM 2016 www.aiim.org / OpenText 2016 www.opentext.com 6

Figure 5. Our BPM projects are expected to:

Reduce staff and office overhead numbers

Process business crical acvies faster

Reduce the number of errors and excepons

While there are still options available as to howAgree

Business acvity monitoring

WHITE PAPER BPM

Delivering the priorities and opinions of AIIMs 193,000 community

0% 20% 40% 60%

The true power of BPM Data

Figure 7. In relation to BPM, our organization uses:

Business process modelling

Business acvity monitoring

Mobile Applicaon Development tools

Process discovery technology

Enterprise Service Bus (ESB)

Service Oriented Architecture (SOA)

AIIM 2016 www.aiim.org / OpenText 2016 www.opentext.com 8

Figure 8: Our development approach includes:

Provides operaonal flexibility

Has no relevance to digital transformaon

Provides operaonal flexibility Agree Disagree Not sure

Has no relevance to digital transformaon

Enables process automaon

Informaon accessibility and delivery including mobile

Process transformaon through analysis and reengineering

Informaon accessibility and delivery including mobile

Digital transformaon focused on enhanced technology use

Analycs, data sourcing and integraon

Data quality management, data cleansing and migraon

Informaon security and access control

Oversight and connuous informaon ecosystem improvement

Aggregaon and curaon