Note

Summary of Reports

 Casewise

 DST International

 mbs

 MetaStorm

 Plexus

 Singularity

 Staffware

 TOWER Software

 Ultimus

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Management Briefings

 Market Overview & Analysis | Part 2 | Part 3

 Expert Opinion: Graeme Muir of SchlumbergerSema

 Content Management: Peter Kibby and Mike Beswick of LogicaCMG | Part 2

 BPM Futures: Howard Smith and Peter Fingar of the Greystone Group | Part 2 | Part 3

 Round Table: Experts from Deloitte & Touche and SODAN, Stilo and Ether Solutions | Part 2 | Part 3 | Part 4

 Electronic Forms Management: Leonor Ciarlone of Cap Ventures | Part 2 | Part 3 | Part 4

 Document & Records Management: David Aspinall of Datum Solutions | Part 2

 Portals: Simon Olive of Pecaso | Part 2

 Case Study: Liverpool City Council

Business process management is leading companies into a new phase of innovation, write CSC Europe’s Howard Smith and Peter Fingar of the Greystone Group.

Riding the third wave - Part 3 | Part 1| Part 2

Extreme

If this analysis seems extreme, consider the fact that every modern management theory ever devised – re-engineering, process innovation, total quality management, Six Sigma, activity-based costing, value chain analysis, cycle time reduction, supply chain management, excellence, customer-driven strategy and management by objectives – has stressed the significance of the business process and its management.

In light of this constant demand, it seems surprising that the IT industry has up to now delivered only ‘business applications’ – small fragments of end-to-end processes capable of nothing more than manipulating static business data using pre-packaged procedures.

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Conspectus 2003

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