Business Process Management

A systematic approach to making an organization’s workflow more effective, more efficient and more capable of adapting to the ever-changing business environment.

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Our Approach

The goal of BPM is to reduce human error and miscommunication, and focus the stakeholders on the requirements of their roles.

Business Process Documentation

Business Process Re-Engineering

Business Process Compliance

BPM is about documenting, streamlining and enhancing business processes, both to wring out savings and efficiencies and to add additional value for customers and the business.

Business Process Documentation

Even large and sophisticated organizations struggle with their processes. And a big part of the problem is lack of business process documentation. It’s hard to create it, to keep it up to date and to get people to actually use it. But a lack of documentation gives you all sorts of headaches.

How can you improve a process without defining it as it stands now? Without a map of where you are, how can you plot a course to where you want to go?
If you don’t define your processes, you don’t know what people are doing. And if only one employee knows how something is done, there is a process “black hole”. You know you have one when you dread when they go on vacation and you worry about what would happen if they left for good.

But what if you could map out all of your processes so that there was no ambiguity about what people are required to do? What if your process maps were online?
What if they were interactive? So people could click on an activity box on a map and pull up all the associated forms and documents relevant to that activity. That way your team could have a single, authoritative source for process information.

A Business Process Documentation activity gives you

A detailed and interactive set of process maps for all your organization processes.

All the relevant documentation for each process in one secure, searchable location.

A web based Process Library that you can build on, for all your future process documentation.

Training for key process employees that allows them to document and maintain your processes.

And finally, templates for Policies, Checklists, and more, to give your team standardized document formats.

Business Process Re-Engineering

Analysis and redesign of workflows within and between enterprises in order to optimize end-to-end processes and automate non-value-added tasks

Business Process Re- Engineering Cycle

The concept of BPR was first introduced in the late Michael Hammer’s 1990 Harvard Business Review article and received increased attention a few years later, when Hammer and James Champy published their best-selling book, Re-engineering the Corporation.
Hammer and Champy suggested seven re-engineering principles to streamline the work process and thereby achieve significant levels of improvement in quality, time management, speed and profitability

Hammer & Champy re-engineering principles

  1. Organize around outcomes, not tasks.
  2. Identify all the processes in an organization and prioritize them in order of re-design urgency.
  3. Integrate information processing work into the real work that produces the information.
  4. Treat geographically dispersed resources as though they were centralized.
  5. Link parallel activities in the workflow instead of just integrating their results.
  6. Put the decision point where the work is performed, and build controls into the processes.
  7. Capture information once and at the source.

BPR involves the radical redesign of core business processes to achieve dramatic improvements in productivity, cycle times and quality. In BPR, companies start with a blank sheet of paper and rethink existing processes to deliver more value to the customer. They typically adopt a new value system that places increased emphasis on customer needs. Companies reduce organizational layers and eliminate unproductive activities in two key areas. First, they redesign functional organizations into cross-functional teams. Second, they use technology to improve data dissemination and decision making.

Business Process Re-engineering is a dramatic change initiative that contains five major steps

Refocus company values on customer needs

Redesign core processes, often using information technology to enable improvements

Reorganize a business into cross-functional teams with end-to-end responsibility for a process

Rethink basic organizational and people issues

Improve business processes across the organization

Business Process Compliance

Beyond well-known soundness criteria, business processes are also subject to compliance rules, i.e., semantic constraints that stem from standards, guidelines, and laws. In this context, challenges arise from the need for unambiguous and clear compliance rule notations, which should be easy to understand for domain experts. Furthermore, the compliance of business processes with such rules can be ensured and verified at different stages of the process.

However, when (potential) compliance violations are detected, it is desirable to assist users by highlighting them, e.g., to support them in healing or compensating the violations. Beyond the aforementioned issues, facets also include compliance in the context of cross-organizational processes as well as they provide support for data-, time-, and resource-aware compliance rules.

Business Process Audit

Unlike traditional forms of auditing that concentrate on assessing compliance with national standards or internal rules and procedures, Business Process Auditing (BPA) focuses on evaluating the economy, efficiency and effectiveness of the business processes that are critical to meeting your strategic objectives. The Auditor is concerned with understanding how these processes operate and how they support the achievement of strategic goals.

The Audit Criteria

BPA involves a structured investigation of your critical processes to assess their ‘health’ in relation to criteria that are important to your business. These criteria might include business strategy, corporate policy, business plans, departmental targets, past performance, current performance in other parts of the business, or customer expectations. The choice is yours.

The Auditor seeks to answer questions in relation to economy, efficiency and effectiveness, such as


  • Are we acquiring goods and services at the lowest possible prices, whilst maintaining the required quality?
  • Are we achieving ‘Value for Money’?
  • Where else can we save money?


  • Can we do this task, activity or process in a smarter way?
  • Have we eliminated all the waste we can?
  • Could we do this differently?
  • Do we even need this process?


  • Do we know what our customers’ expectations are?
  • Are we meeting our customers’ expectations consistently?
  • Are we positioned to meet our customers’ future needs?

Whilst BPA does look at compliance as part of the investigative process, it is more concerned to determine if the business process under examination, whether defined or simply adopted as common practice, is fit for purpose in meeting the organization’s needs.
In most cases, this means the auditor is evaluating the 3E’s: Economy, Efficiency and Effectiveness.

Why Acumen?

  • Experience of companies ranging from Real Estate and Manufacturing to Service Sectors
  • Currently 22 consultants on rolls and an external Talent Pool of 20 subject matter experts
  • Clientele across India as well as overseas
  • In-depth understanding of Business that makes Acumen the preferred partner of both conglomerates as well as small & medium enterprises
  • Business model of providing customized solutions to meet customer’s current and future needs
  • Ability to deliver interventions based on values and ideologies
  • Being Instrumental in creating transformation in various organizations

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Manoj ShriyanBusiness Process Management