About Stuart Chandler

Vice President - BPM Practice, Virtusa. Stuart has over 18 years of experience in deploying Business Process Management (BPM) solutions in large Financial, Insurance and Healthcare organizations. His focus areas include process optimization and implementing core foundations that enable businesses to transform into agile organizations. Stuart has worked across the globe delivering solutions to Fortune 500 companies and possesses a unique mix of extensive industry knowledge, in-depth technology expertise and cross cultural experience. Stuart has a Resource Economics degree from the University of New Hampshire. He also holds a Masters of Business Administration and Master of Science (MIS) degree from the Boston University. Stuart loves the outdoors and participating in sports including running, playing squash and ice hockey.

BPM is a Game Changer – Pegasystem’s PRPC Version 7, the Key Enabler

Before attending the recent Pegasystems’ PegaWORLD 2013 user conference, I asked the simple question: Is Business Process Management (BPM) really changing the game? I personally believe it has, proven by many of the organizations that I work with. Better yet, at PegaWORLD 2013, there was a much broader and greater acknowledgement of how technology is shaping the BPM journey.

We all recognize that today’s business environment is dynamic and demanding. The rapidly evolving millennial consumer market, coupled with the rate at which disruptive technologies are revolutionizing the way we live and work, staying ‘current’ translates to staying ‘alive’ for most organizations. Companies are increasing their focus on adapting their businesses to meet current market challenges through technology enabled BPM. Capturing and encapsulating business rules, processes and situational decision making is enabling organizations to both leverage and optimize their capabilities.

Throughout the two day PegaWORLD event, several organizations shared their stories about how BPM is bringing reality and visible outcomes to strategic and operational shifts to meet today’s demands. Stories describing how operational efficiency has improved by about 20-40% (sometimes even up to 60%!), how organizations are reconnecting with customers, providing improved customer experience and globalizing best practices. Additional stories were told about how organizations are embarking on not just BPM projects but large transformational programs in rapid fashion to differentiate their business and change the game. Continue reading

BPM Trends that Matter Most to Businesses: A Preview of PegaWORLD 2013

We are looking forward to attending Pegasystems’ PegaWORLD 2013 event next week in Orlando! It is sure to be a very interesting and exciting event this year with many organizations sharing their challenges, successes and desires to change the way they do business. Each year, I find it interesting to hear about companies embarking on the BPM journey and how they are using BPM and supporting technologies to transform their business. In today’s world, there is so much disruption from pure technology changes as well as consumers’ behavior and desire to transact business on their terms, that organizations are facing constant pressures to change the way they do business. Executives are challenged with the dilemma of how to position their organizations, not to mention enable their teams to execute. Continue reading

BPM Evolution in 2012: Getting Closer to the Right Context of Work

In my last blog, I wrote about how ‘Social’ was revolutionizing BPM, providing a gateway for enhanced process efficiency, and in some ways influencing the way we ‘manage’ our process. In certain areas, 2011 was the doorway to the new influences on BPM. The year saw significant advancements in the BPM space with Adaptive Case Management, Social Media and Collaborative Process Modeling re-defining traditional BPM process development and BPM, opening its doors to a ‘ Mobile’ environment. We now find ourselves looking at year 2012.

Looking into the crystal ball, what might we see? Technology advancements will continue and that is obvious, but where will that lead us? Continue reading

Social BPM: Gateway to Enhanced Process Efficiency

With the world getting more ‘social’, individuals are transforming the way they go about their daily lives. Businesses have recognized the need to rethink their strategies and reevaluate their operating models and have commenced to align them with customer expectations and customers’ perception of value. From focusing only on optimization of supply chains, penetration of new markets and scaled bottom lines, companies are now opening their eyes to the new world – a world which is moving towards a greater impetus on having a more social identity. Today, people across the globe rely on social networks for finding lost friends, making new ones, buying new furniture and selling antiques — interacting with technology for almost every activity in their everyday life. You no longer get a wedding invite delivered by post to your doorstep; you get an event invite via Facebook delivered to your inbox!

BPM has taken cue from this world-wide phenomenon and has been quick to embrace ‘social’ and embed it into its very design. Continue reading

Context is critical in bringing together disciplines and achieve success with BPM

Context is a critical foundation for BPM success.  It is for everything, right?  But how do we set it.  We assume with the wide range of technology, depth of understanding and innovative solutions, there is no need to set context as it is already there.  Or we assume that we can just paint a quick picture and folks are on board.  Better yet, we just rely on others to get it done and for that matter, folks just get it.  BPM is more than just putting in a technology or point solutions.

BPM is where people, process and technology come together in a new context to orchestrate business execution.   Silos are to be broken down, broader technology integrations are to be implemented and a new set of methodologies and tools are to be deployed to create seamless flow(s) of operations.  I find that when the right context is set and the ‘ah-ha’ moment is reached, BPM adoption accelerates and greater operational efficiencies are achieved. Continue reading