![]() The case study research approach is described and the financial services organization and its BPMS project is then described. This study hoped to address these concerns and set out to answer the research question “How do organisational factors affect successful adoption and usage of a BPMS in a South African financial service organisation?” To answer the question, this paper first reviews the relevant literature on BPMS adoption and use. The BPM literature has also been labelled as theoretically weak. Recker and Reijers at the BPM 2019 conference noted that there is a lack of empirical qualitative BP case studies and they stated that “we need to identify issues organizations are facing”. It is for this reason that the adoption and use of BPMS needs to be better understood. In certain instances, organisations struggle to attain the level of agility they set out to achieve. While achieving BP agility is the primary goal of implementing and using a BPMS, achieving agile BPs is not guaranteed. ![]() Banks changed quickly from having sufficient cash reserves to being desperately in need of financial support from their governments. In this crisis many financial service organisations were unable to react swiftly. Īgile BPs have become important in financial services due to regulations relating to financial institutions being extremely dynamic, and lessons from the financial crisis of 2008. BPMS growth accelerated in 2018, attributed to cloud-native capabilities and robotic process automation. In 2012, Gartner defined the BPMS market as one of the most rapid growing markets within the IT industry. BPMS and SOA are seen as two sides of the same coin. Software tools earlier described as workflow, business intelligence, rules engines, or enterprise application integration tools are now integrated into BPMS products. īPMS solutions, packaged as a single solution, are collections of software such as graphical modelling tools, process analysis tools, orchestration engines and integration platforms. To achieve BP agility, BP management software, also referred to as BP Management Suites (BPMS) is often combined with various information technology (IT) architectures, such as service oriented architecture (SOA). Yet, BP agility is challenged by rapidly evolving technologies and business environments. The BPM literature lacks empirical qualitative case studies and theoretical models and this paper aimed to contribute to both.īusiness process (BP) agility is defined as the organisation’s ability to swiftly alter their BPs in response to changes in the market, and is important for competitiveness. The paper presents an explanatory model which should be useful for practitioners wanting to adopt a BPMS. The impact of BPM strategy, culture and governance on BPM methods, resourcing and technology is explained. The main factors driving this frustration were the difficulty of integrating with other applications and staff bypassing design and code approval procedures. The paper describes frustrations of an IT team trying to increase process agility with a BPMS in a large legacy application landscape. The Alter work system’s framework and the Rosemann and vom Brocke core BPM elements were used as theoretical lenses to understand the case. This South African financial services case study explains factors found to negatively impact successful BPMS adoption and use. Yet many organisations struggle to achieve agile business processes when using a BPMS. Business Process Management Suites (BPMS) are being adopted in organisations to increase business process agility across a diverse application landscape.
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