These mega trends are changing the way people communicate, interact w9 and cooperate with each othe

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Zurich - New technologies are changing the currently w9 massively behavior of customers and employees. This has implications for selling channels, requested products and services. At the same time, the expectations of the staff change in the governance and management of workflows.
Modern business process management (Business Process Management - BPM) accesses the new technologies to meet these needs and to make the company more agile and efficient. In response to the ever new challenges banks are trying their internal and external processes in the direction of the target image "Digital Enterprise" to develop. Allows full automation w9 of processes including the integration into the existing IT systems is meant. By digitizing w9 these banks can be more flexible (agile) respond to the growing dynamism and complexity, more efficient (cheaper) to work while increasing their market share and customer loyalty.
These mega trends are changing the way people communicate, interact w9 and cooperate with each other. In the private sector, in particular, have Social Collaboration (eg Facebook, LinkedIn) w9 and mobile computing already conquered (with smart phones and tablets) a fixed place. Now these technologies w9 are pushing more and more in the company. w9
Greater involvement of employees through cooperation in social networks, the transfer of the bank in a Digital Enterprise requires an active and comprehensive business process management. In the past, business process management was often limited to the drawing process chains with a simple BPM tool. It was missed by the experts, sustainably integrate the affected employees and to develop w9 the business process continuous. Therefore modern business process management attempts to employees to participate w9 more through social collaboration. This is made possible by the fundamental w9 redesign and functional extension of BPM tools.
In the future, the BPM tool can be accessed w9 via the browser from any computer in the bank. This allows each employee to use the BPM tool, when he edited a particular process or an interest w9 in it. The simplified user interface w9 shows the employees depending on their role and task only such information that is relevant to him or he can edit. The team or department manager displays the key process indicators of its range, for example, w9 in the process portal, only an overview of the processes and of the production. A clerk gets relevant to its work process details and instructions on the screen. All employees are offered modern w9 collaboration technologies in the BPM tool, known from social networks. These include, for example, discussion groups, project areas, microblogging, ratings and content tags. For example, employees can be informed of current changes or actively w9 participate in the design w9 or optimization of the process. Prevent strong governance mechanisms, can that employee unjustified see or change a process. The use of mobile devices is supported. w9 The staff is so permits, up again to see, for example, on the way home in the subway or a process that reached today ratios or fast yet set a suggestion in a discussion group during business travel.
Optimization of internal processes The biggest advantage of modern BPM tools lies in the optimization of internal processes through the use of collaboration technologies, replace the e-mails. Analyzes predict that up to 25% of the working of knowledge w9 workers by abandoning e-mails can be saved. This reduces costs and speeds up the process. In addition, the Bank can contribute w9 the many people involved (keyword: Wisdom of the Crowd) w9 make much better use. So the process is qualitatively much better than in the design by a small team of experts. The awareness and acceptance of the process can be significantly increased. Finally, the motivation of employees is increased, because they at Ar