Study by BearingPoint and BPM&O: top management must center process orientation on clients and identify and intelligently link key performance indicators

Frankfurt, June 16, 2015 – Digitalization is forcing industries to rethink their business models. The key to success in the digital future is found in effective Business Process Management (BPM): in designing, actively controlling and measuring processes within an organization. That is the finding of a study conducted by management and technology consultancy BearingPoint and process management consultancy BPM&O. The study surveyed 300 organizations across multiple industries.

For three-quarters of the respondents, process management is already an important or very important area of interest. While cost cutting is often a focus of process management, however this alone is not sufficient to create value. The focus of BPM should rather be on aligning processes to the clients to support an understanding of business model requirements.

Intelligent process management significantly improves the transparency of workflows within an organization. An organization is then able to adapt to new challenges faster and more efficiently – a key qualifier in our digital economy.

Matthias Hoehne, Partner at BearingPoint

Business Process Management is strategy-driven

According to the study almost 60 percent of the respondents assume that the importance of Business Process Management will increase even further within the next few years, especially in the insurance, manufacturing, logistics, banking, energy/chemistry/pharma industries and the public sector. Half of the organizations surveyed have already established a Chief Process Officer (CPO) – double compared to the previous study in 2011. For 45 percent, Business Process Management is a part of the wider organizational strategy, but only a third of the respondents have defined a strategy specific to Business Process Management.

Support by top management is the most important success factor for an effective process management strategy. CPOs ensure that the necessary coordination between the operational levels and top management exist. Only if the management executives understand and manage internal processes, can organizations exploit the opportunities provided by digitalization in the best possible way.

Sven Schnaegelberger, Managing Partner at BPM&O

Demand backlog for effective reporting on indicators

The surveyed organizations see the potential of Business Process Management but have been unable to exploit it to the full extent. Roughly 41 percent are dissatisfied with their own process management approach because the goals they set themselves have not been achieved. In particular, this applies to reducing costs, developing a process-oriented organization and balancing the process landscape. The most significant gap is between the demand for and the reality of increasing client satisfaction – only 14 percent of the respondents have achieved this goal satisfactorily. 

Especially in organizational functions with direct client contact such as sales and after-sales, process management is often executed inefficiently. In addition, linking relevant measures to the respective processes only happens to a limited degree. Our study clearly reveals that organizations have further to go to minimize rework in this regard.

Sven Schnaegelberger, Managing Partner at BPM&O

The same applies to the reporting of indicators. The quantitative use of Business Process Management is, on average, only measured by 40 percent of the respondents. If indicators are measured, the case for process management is evident: error rates and client complaints decrease, costs are reduced and processes run more efficiently. Furthermore, the respondents report on positive but intangible effects on organizational culture, such as increased transparency, a better understanding of roles and responsibilities and enhanced cross-functional collaboration. 

Even for organizations that measure the achievements of process objectives, there are still significant gaps in terms of the reporting and linking of indicators. Only those who process measured data in a useful way can turn BPM into a competitive advantage within the digital era.

Matthias Hoehne, Partner at BearingPoint

Download the complete study on the following websites:

BearingPoint: Business Process Management Study 2015

About the Study

The Business Process Management Study 2015 reviews the current implementation status of Business Process Management in the commercial and public sectors, analyzes success factors and provides recommendations for decision-makers. BearingPoint and BPM&O have surveyed approximately 300 organizations in the manufacturing industry (40 percent), services sector (28 percent), financial services (20 percent) and the public sector (10 percent). The majority of the organizations are from Germany (79 percent), followed by Switzerland (9 percent) and Austria (8 percent).

About BPM&O

Founded in 2009, the management consultant BPM&O GmbH based in Cologne is specialized in the development of process-oriented organizations. The aim is to enable people for a forward-looking management of organizations. Moreover, the institute of advanced training BPM&O Akademie GmbH offers trainings and seminars for the topics process management, process optimization, organizational development, change management and process-oriented management of organizations. According to the motto “360° BPM” a 17-member-team with the managing partners Uwe Feddern, Thilo Knuppertz and Sven Schnägelberger develop tailormade solutions for a faster and more effectively manageable system of processes, organization, people and IT. For more Information:

Press contact

Sven Schnaegelberger
Managing Partner BPM&O
Tel. +49 221 99787522

About BearingPoint

BearingPoint consultants understand that the world of business changes constantly and that the resulting complexities demand intelligent and adaptive solutions. Our clients, whether in commercial or financial industries or in government, experience real results when they work with us. We combine industry, operational and technology skills with relevant proprietary and other assets in order to tailor solutions for each client’s individual challenges. This adaptive approach is at the heart of our culture and has led to long-standing relationships with many of the world’s leading companies and organizations. Our global consulting network of 9,700 people serves clients in more than 70 countries and engages with them for measurable results and long-lasting success. For more information, please visit:

Press contact

Alexander Bock
Global Senior Manager Communications
Telephone: +49 89 540338029