Tag: bpm

Oct
2013

Upgrading to next level of examination marking

Paper based summative assessment is the standard approach adopted by educational bodies for assessing candidates. Every year millions of candidates appear for examinations organized by education boards and universities globally, creating a complex process of examination marking for providing time bound results to candidates. The reliability of marking depends on the degree of consistency with which the examiners mark the answer scripts. In the current scenario, the number of students appearing for exams is increasing at a rapid rate, while the number of examiners remain limited. This leads to examiners being under pressure to mark more scripts in limited time which inadvertently translates into sub-standard examining of scripts. Quite naturally, this can be detrimental for candidates and their progress as well as impact reputations of educational/examination bodies.

In India too, this problem is commonplace especially due to a high population rate and a skewed up examiner to examined ratio. To counter this challenge the Supreme Court of India has issued directives to disclose answer scripts under India’s Right to Information Act (RTI). Educational / examination institutions to comply with this mandate and also to make the whole examinsation process more transparent have begun providing candidates the facility of ‘Verification of Marks’.

Candidates can now get copies of their marked answer scripts for scrutiny on payment of a nominal fee. This facility however, increases the work load for these institutions, burdening their already limited human and operational resources. Also, any error found by candidates during verification can lead to degrading of an institution’s image and dilute trust among various stakeholders. Institutions therefore need to adopt proactive methods to address such issues.

Newgen’s On-Screen Marking System is one such effective solution that can help educational/examination bodies by proactively identifying issues and discrepancies right at the very beginning. This helps them save a lot of resources and effort along with building stakeholder’s trust in the system. By utilizing process based methodology, the solution transforms the way examination marking is done today. Built on a robust ECM and BPM platform, Newgen On-Screen Marking System promotes paperless and computer-based evaluation of summative examinations, helping streamline the entire process of examination marking through smart and operationally effective processes.

Newgen’s On-Screen Marking System improves the accuracy and efficiency of marking remarkably. In this electronic marking system, answer scripts are scanned and the images are uploaded on a server, which enables an examiner to evaluate the answer scripts on the computer with the help of rich and intuitive tools to assist in marking. It eradicates administrative errors like incorrect totaling, unchecked questions and incorrect awarding of marks. It increases the quality and consistency of entire examination process by making it more secure and transparent in a highly cost effective manner.

*Supreme Court of India Ruling: http://cic.gov.in/SC-Rulings/CBSEAndAnr-Vs-AdityaAndOrs.pdf

Name: Sharad

Web Site: http://www.newgensoft.com

Bio: SME for Government and Education Vertical at Newgen Software

Sep
2013

Scaling of banking services using BPM- a best practice primer

The race for seeking banking licenses is fast gaining momentum. New RBI governor Mr Raghuram Rajan reiterated that new bank licences will most likely be announced around January 2014. Applicant companies are in a rush to build capabilities are be ready before RBI rings the bell.

Technology will play a lead role in success of new banks and hence selecting the right and proven technology is of prime importance. These new green field banks are at an advantage as they don’t have the challenges the existing banks faced with managing legacy applications, old processes and data.

But at the same time they also face a major hurdle of selecting the right technology which can enable

  • Competing with existing successful banks who have gone through the maturity curve and have a huge customer base
  • Building a financially inclusive model of having 25% of bank branches in non-banked rural areas which directly implies that banks have to keep their operational costs low and operate with increased efficiency
  • Scaling up of operations as banks starts to grow in size and geographies.
  • Building centralize back office operations thus increasing efficiency and fostering process standardization.
  • Adhering to compliance, audits from Regulators
  • Building leaner banking branches and have Mobile sales force for wider customer reach.
  • Enabling fast, efficient and prompt customer service & near customer service visibility

To address this concern Newgen Software Technologies Ltd. has brought together a unique convergence of three different shades of opinion from

  1. Top Consulting & Advisory firm KPMG,
  2. One of the fastest grown banks – Indusind Bank and
  3. World acclaimed BPM & ECM Product provider – Newgen Software

Please click to register for an Exclusive Webinar on Sept 11, 2013 titled ‘Scaling of Banking Services using BPM – A Best Practice Primer’.

Aug
2013

Opportunities and Challenges for Cloud Adoption in India

Cloud computing in simple terms is a standardized IT capability (services, software, or infrastructure) delivered through the Internet in a pay-per-use, self-service way.

In India all the sectors including Education, Healthcare, SME’s & Government will greatly benefit from Cloud adoption. At present there are roughly 300 million literate adults in India and the government’s goal is to increase literacy to more than 75% by the end of year 2020.

  • Education vertical cloud based services can be utilized for offering education through remote & virtual classrooms.
  • Health industry can utilize cloud to create national citizen health database. The cloud can also help to enable services like telemedicine so that healthcare services can be provided in remote areas of country where there are few resources.
  • Cloud can be used for collaborative working across geographically distributed offices.

Cloud infrastructure can be leveraged by Government agencies to quickly & effectively roll-out new services & schemes

Typical Characteristics of e-governance Applications make them suitable for Cloud are:

  • Large Distributed User Base
  • Well defined way of working across offices & locations
  • Software Deployment, Implementation & rollout to multiple offices are still massively time consuming and can be speeded up by Cloud based solutions
  • Opportunity for consolidating Best Practices
  • Sizing and Scaling can be done more cost-effectively and just-in-time
  • Provides a better way of managing security, infrastructure and resources

For making a comprehensive policy and strategy for “Indian Cloud”, ubiquitous approach should be adopted by building a composite platform with core components such as base infrastructure. The key software components can be ERP, ECM & BPM Platforms. The key non software components for setting up a cloud infrastructure are following:

  • Connectivity & Bandwidth- This involves connectivity between the application hosted on cloud infrastructure as well as the connectivity between the end customer and hosted applications. The connectivity is poor at remote location as well as the penetration of Internet is low.
  • Land & Real Estate- To set-up a large data centre you need multiple acres of land which is also a challenge as prices of properties in India is going up very fast.
  • Security – The security is also a concern area for cloud infrastructure.

So in order to reap the full benefits from Cloud adoption the Government needs to provide right infrastructure & policies in place so that challenges can be overcome.

Aug
2013

BPM sustains because- it is a journey and not a destination

Fascinating mail from Microsoft CEO was sent to all the employees, which conveyed the message very loudly, that evolution was the past as well as the future of Microsoft. The vision of Microsoft- they have changed the world and they will continue doing so. This is the true vision of the IT software – be the change and bring the change. It’s a vision which is difficult to be transformed into a roadmap and yet more difficult to follow.

But only this holds the key to the success and sustainability of IT software. There are not many IT traits today which have survived and evolved through ages. More often than not, a new technology overrides the older one and makes it sink into oblivion.

Business Process Management (BPM) is one of the few IT traits today which has its roots back in 80’s. And, still it’s growing, evolving and spreading. There must have been something significant, something extra-ordinarily different from the other technology tools. BPM must have done something very right that the others couldn’t. If we start thinking and unraveling the mystery, the first thing we would think of is- innovations that happened around BPM in decades. No one can deny that R&D is a key contributor for the long existence of BPM. However, innovation alone will fail to answer our question. There are examples of IT tools and traits which were innovative and disruptive in the market but became obsolete in time. For example: pager replaced by mobile, Orkut by Facebook, Symbian by Android, etc. So, other than innovations, BPM must have done something very right over the ages. Let’s try to find out what that could be.

Thinking of fundamentals of BPM, the key reason for BPM’s success is – illustrating a vision along with a roadmap even before the implementation kicks off. All successful BPM vendors throughout the world would certainly agree that the success of a BPM program in any organization, depends a lot on what the organization thinks of BPM. Organizations, interested in adopting a BPM tool may or may not be aware of the full capability of a BPM tool. In organizations, the need of a BPM tool usually comes for the automation of a single process or to address the business specific needs of a particular department. This is a beginning of something new but it starts with a narrow vision. If the organization starts BPM adoption with this vision in mind, they are restricting themselves with limited BPM capabilities and the project will soon come to a hopeless end. So the proper planning for BPM adoption is very crucial. For so many years, BPM vendors have been doing exceptionally well in taking a lead role in the planning phase of BPM adoption. Successful BPM vendors ensure the following things prior to embarking upon the BPM implementation phase:

a) BPM should be a CXO initiative: To involve the CXOs in a BPM initiative is a must. It should be kept in mind that the true benefit of a BPM solution can be realized only when it is adopted organization-wide and not just in few departments. That means, eventually in the future, all the departments of the organization will have to use BPM tool. If the BPM initiative is not on the CXO’s agenda, it is almost impossible to implement it organization-wide. So, BPM vendors always involve CXO-level people in discussion from the very beginning even though it may be a small initiative from a particular department.

b) Present the Roadmap to the CXOs: Long term vision is something the CXOs crave for and hardly misses their eyes. So, the BPM vendors create the BPM adoption roadmap and share it with the CXOs. The roadmap typically captures all the milestones of BPM adoption and how much time it takes to reach those milestones. The roadmap further clarifies what kind of BPM benefits, the CXO can expect in different BPM maturity levels along the curve, and in how much time it will be realized. The procedure to measure the tangible benefits and how to comprehend the intangible benefits also becomes a part of an elaborate roadmap. If the CXO has multiple business objectives in mind, prioritization of those is also very important in this exercise. Because, based on the objective priority, the BPM implementation roadmap will be defined. In other words, the CXO must know what he is going to get and in how much time from the BPM initiative. For so many decades, BPM successfully projected and achieved the CXO level objectives, and this is undoubtedly one of the key reasons for BPM’s glorious existence today and in the future. The expectations and the business benefits of a BPM initiative have changed over the years and for that reason, BPM also evolved itself in innovations through decades. But the important thing for BPM has always been how to fit in the CXOs vision of his organization’s future.

c) BPM gives benefits to all: The users of As-Is business have to agree and appreciate that the advent of BPM in organizations, is not a threat but an opportunity for all to improve and perform better. Now, conveying this message to the future BPM users, is as important as involving CXOs in the BPM project. It is very common in users to be reluctant to changes and more particularly when the changes come with a looming threat of headcount reduction and being monitored all the time by business stakeholders. In other words, bringing automation means, all the users are susceptible to job insecurity and losing control of their daily operations. And this tends to lead them to reject the BPM project. For so many years, BPM vendors have successfully preached all level of users- how BPM will help in their day-to-day activities, make them more effective and probably help them get a promotion. And most importantly, BPM vendors have convinced the users that- the automation brought by BPM only ensures restructuring of the organization by changing user assignments in different roles and certainly not by reducing headcounts. A typical example could be, re-assigning more users in customer facing roles rather than in back office for improved customer delight.

d) Defining the BPM maturity level benefits: BPM in different maturity levels exhibits different kinds of benefits. In generic, organizations are made aware that they will observe the following benefits in different maturity levels.

Level 1- Cost optimization and operational excellence: This is the basic benefit, an organization observes immediately after start using the BPM solution.
Level 2- Adherence Regulatory Compliance mandates
Level 3- Monitoring and continuous improvements: A CoE can be formulated at this level which takes care of new process roll-outs and improvement of existing processes
Level 4- Aligning organization strategy with BPM: This is the phase when the CXOs start tuning the organization-wide BPM architecture to achieve the highest priority business objective. This is the time for CXOs to look back at the BPM roadmaps and how the business objectives were prioritized earlier in the planning phase. For an example, a bank’s top priority business objective could be- improved customer delight and satisfaction for competitive edge, in other words customer centricity is the highest priority.

At this level, BPM must ensure that all the customer facing bank processes like – New customer on-boarding and KYC, Customer Request Management, Customer Correspondence Management, Loan Request and processing, etc. are leading to customer delight. These processes are effectively helping in getting new customers, retaining old customers, and cross-selling & up-selling products, to the right customers. Revenue generation using BPM solution is possible when the business strategy gets successfully aligned with BPM.

After this level, there comes the enhancements, modifications and the need to assimilate evolving market trends like cloud, mobility, social media, etc. For example, a bank might have successfully automated its Customer Request Management process earlier, and now needs to integrate the same process with social media for even better customer delight and service management.

So, we can say that, the reason behind BPM’s long sustainability is the philosophy it brings in any organization with its adoption. An organization adopts BPM with at least 7-10 years of vision in mind and slowly BPM becomes the backbone of their IT infrastructure. Then, it can’t be replaced, but only improved, as all the mission critical business processes are running on BPM. And, this is why, for an organization, the journey with BPM will not end, because there is no final destination, there is only moving from one business objective to another. BPM is a journey. Sit back, hold tight, and enjoy it.

Bio: Sandipan Chakraborty is part of the Marketing Team at Newgen.

May
2012

ICD-10 Transition is just a Decision Away…

Healthcare is an industry characterized by a labyrinth of compliance mandates. Participants within the industry are subject to a multitude of regulations and must ensure compliance with all relevant regulations – state or federal, to avoid potential penalties. However, among all the compliance requirements, transition to ICD-10 (International Statistical Classification of Diseases and Related Health Problems, Version 10) is the current topmost concern for healthcare organizations. The transition-involving a massive restructuring of the United State’s medical coding system, has put immense pressure on payer as well as provider organizations to make enormous cost and time investments  to completely overhaul their business processes.

The Center for Medicare and Medicaid’s (CMS) recently announced decision to delay the ICD-10 implementation deadline (from Oct. 1, 2013 to Oct. 1, 2014), brought some temporary relief to the panic-stricken healthcare industry. Nonetheless, the challenge still remains for healthcare organizations to integrate ICD-10 into their business strategy.

For health plans, ICD-10 calls for a basal shift in their IT and business strategy. Some payers gauge ICD-10 as simply an IT systems upgrade. Such organizations might find themselves overwhelmed by the depth of impact that this new set of codes might have. Others look at ICD-10 as a huge financial burden and are seeking ways to leverage their existing IT and business framework, to lessen this burden. As they say, there’s always a positive side to everything, so is there to ICD-10. Taking into account the business value that ICD-10 would bring to payers in the form of more accurate payments, fewer rejected claims, reduced fraudulent claims, improved member satisfaction, etc., it can certainly be looked at as a potential differentiator for early adopters.  An efficient Business Process Management (BPM) platform can catalyze ICD-10 transition, while reducing operational and implementation costs. As a continuous process improvement platform, BPM can prepare health plans to to align people, processes and systems to ensure a smooth conversion. So… isn’t ICD-10 just a decision away?

Bio: Garima is Manager - Marketing & Communications at Newgen Software.

Mar
2012

“Case Management” includes usage of content, collaboration and support for dynamic work allocation

Traditionally, small parts of a process (work-step/s) have been performed by different workers who add some value at each work-step. However, increasing automation has led to reducing of the repetitive work and work-steps involve very little value addition from each worker. To keep work interesting and meaningful for a knowledge worker, and to enhance efficiencies, each knowledge worker is expected to perform the task end-to-end. This requires knowledge workers to collaborate in both structured and ad-hoc manner depending on how the case shapes up. Typical “case management” application areas include a benefits claim processing, an investigation by a government agency or a loan request processing.

Case Management” includes usage of content, collaboration and support for dynamic work allocation. Within such cases, exceptions are unpredictable and rather become the norm. Such “ cases” can only be visualized and modeled into a process after they are completed. Therefore, to successfully manage the “Case”, along with the Content Management tools, the information worker also requires social/collaboration tools for the ad hoc work, and tools like BPM, and business rules for managing structured work.

Bio: Rohit Thakur is Senior Manager-Marketing, at Newgen Software

Mar
2012

BPM – A Key Enabler for F&A Transformation

The demands on the Finance and Accounting (F&A) function in business organizations are significant, with constant pressures to achieve process compliance and increase business efficiency and agility, while also driving down transactional costs.

As a result, finance operations demand a transformational approach with higher automation, better process visibility and enhanced business agility. A Business Process Management (BPM) solution is the right tool for finance functions seeking not just cost savings but also process efficiencies and compliance, as well as improved management reporting. BPM enables business organizations to model, automate, manage, and optimize their F&A procedures.

Newgen’s BPM-based F&A solutions help clients overcome the problems posed by manual systems, by enabling continuous streamlining of processes in order to improve efficiency, control, compliance, and risk mitigation, to meet the challenges of a highly volatile business environment.

Newgen’s BPM suite has been recognized by top analyst firms.  Two Newgen clients- Unilever and Future Group were declared winners of the 2011 Excellence Awards for Finance & Accounting (F&A) Transformation through Shared Services. While Unilever Shared Service (erstwhile Indigo) was recognized under the category of Excellence in Servicing Clients in the Sub-continent, the Future Group Shared Service won the award for Excellence in Strategy towards Financial Transformation.

Newgen’s solutions are designed to automate a wide range of F&A processes, such as accounts payables, receivables and fixed assets, general ledger and policy owner servicing, etc. Newgen helps clients to improve operational effectiveness while allowing them to leverage their existing technology investments. Business benefits delivered to the client by Newgen’s F&A solutions include:

  • Better monitoring and control over F&A operations
  • Reduced ongoing F&A costs
  • Real-time process visibility due to comprehensive MIS reporting
  • Reduction in human errors due to image-enabled data entry
  • Improved and measurable productivity
  • Scalable solution to allow for future growth and continued improvements

Bio: Garima is Manager - Marketing & Communications at Newgen Software.

Mar
2012

Digitization and Process Automation in Government Departments: Need of the Hour

With increased focus on transparency, compliances and better services within a specified period of time, more and more government departments are realizing the need for investing in their IT Infrastructure.  Government departments, specially the customer centric ones, such as Transport, Health, Passport, and MNREGA, are constantly faced with an uphill task of managing huge volumes of documents and processes. These departments need a system that can help them deliver citizen centric services to the people at a faster pace, with improved transparency and accountability.

Large public sector enterprises have already taken steps towards embracing e-Governance and Digitization. There are examples of organizations such as DMRC – very recently they have adopted a SaaS-based Document Management System, seeing digitization as the need of the Hour.

There are multiple other examples where Newgen has helped organization such as Council of Scientific and Industrial Research, Department of Scientific and Industrial Research, Gujarat Industries Power Company Ltd, Madhya Pradesh Transport Department, Estate Office Chandigarh, Gujarat State Fertilizers and Chemicals, LIC of India, and many public sector banks to realize their objective of a ‘Less Paper Office’ through its award winning end to end document management and process automation solutions.

If technology has enabled us to go paperless and achieve better governance there is no reason why organizations should not go with it. 

Name: Neeraj

Bio: Neeraj Koli is part of the Global Business Development team at Newgen, and is responsible for the APAC Banking market.

Feb
2012

“Banking Transformation Needs Smart Automation”

Last night I participated in a webinar titled “Banking Transformation Needs Smart Automation”. The webinar highlighted BPM and ECM as catalysts for financial services transformation and how business benefits could be accrued from their implementation. The speakers included Derek Miers, Principal Analyst of Forrester Research and Mridul Sharma, Senior Vice President, Solution Delivery Team, IndusInd Bank and Ritesh Verma, Head, CoE Banking Practice.

Mr. Derek Miers talked about “Driving Transformation in Financial Services.” He began by stating that most organizations today are in the midst of one of the most disruptive shifts in economic history. The shift has been from producers and those who hold capital to consumers. Consumers he said had a plethora of choices today and even more so in the finance and banking industry. He went on discuss the gradual transition from the way banking services were delivered on paper to the 360 degree approach that is followed today. He stressed on the fact that since customers had so many choices, the greatest differentiator was how customer experience was delivered to customers. If customers were dissatisfied, they would invariably jump ship. To keep in tune with customer needs, organizations had to evolve and transform themselves. Mr. Miers spoke about how processes were at the center of this transformation from Traditional Line Management to Processes and Services Management. He argued that this did not warrant a Band-aid approach where specific systems or parts of the organization were changed but more like a “Wellness Program” which brings overall vitality, rejuvenation and business transformation. He felt that customer centricity should become the default behavior of the organization and especially its front line.

This approach reminded me of the term “Big Process” that I read in an article by Connie Moore titled “Embrace Big Process Thinking” where she said, “Big Process is when senior-most business and technology leaders embrace business process change by shifting the organization’s focus from isolated BPM and process improvement projects to a sustainable, enterprise-wide business process transformation program that is then supported and driven by top executives.” I think this aligns perfectly with what Derek was trying to explain.

Derek went on to elaborate on how organizations should build their transformation plan by focusing on outcomes and working backwards to the processes it needs to deliver that outcome. He concluded by highlighting that organizations should look at this as an opportunity to shine and take the lead rather than waiting for change to happen.

Mridul Sharma then took the speaker’s role and discussed how Newgen’s BPM solution helped the bank to improve processes, reduce turn-around-times, foster transparency and lay the foundation for a paperless and green office.

Ritesh Verma concluded the presentation session by discussing Newgen’s capabilities in BPM and ECM and stressing on how Newgen is in the business of transforming banks. He went on to point out how Newgen has become a key enabler for fast growing banks. He also enumerated the company’s achievements in the BFS industry and its pedigree of 850+ installations across 45 countries. He concluded by showcasing the number of clients Newgen has worked with and how it has helped 119 banks across the globe to achieve their business goals.

The webinar was wrapped up by a Question and Answer round where participants interacted with the key speakers.

Name: Imroz Adeeb

Bio: Imroz is Associate Manager - Corporate Communications at Newgen Software.

Jan
2012

Bankers Bank on Technology to Increase Bank-Density

In last 4 months, I had the fortune of meeting some top leaders in the Indian banking industry including some CMDs and EDs of large public sector banks. One common subject that all these people agreed and spoke about was that the use of Information and Communication Technology is the only way to take a quantum jump and attain the objective of bringing all unbanked citizens under their umbrella.

Indian Banking industry survived the global economic crisis and remained the back bone of growing Indian economy because of its robust checks and balances within the system. Now with such strong fundamentals in place, it is looking at its growth in the same way as the telecom industry did in recent past in India.

Drawing an analogy, the growth of telecom industry in India has been possible because the industry had the vision of increasing the tele-density in rural India unleashing the power of billion+ people. This was made possible because of high usage of Information and Communication Technology by the industry. Today the whole of India is enjoying the benefits by getting very low usage rates and many more facilities coming forth.

In a similar way, the banking industry is targeting the unbanked people of rural India and bringing them within the banking system through financial inclusion. Information and Communication Technology is the only tool which bankers are banking upon to bring about a telecom industry like renaissance. Who knows the whole of Indian population might gain through reduced interest rates on loan and more credit facility for working capital to bring about capital growth of the nation by unearthing the huge potential of unbanked money laying in Rural India.

Telecom like scams are a big NO NO in this transformation process …

Name: Sameer

Bio: Sameer is Head - Global Business Development at Newgen software Technologies Ltd.

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Swati Pandey
19th Feb 14 Posted a comment on Facilitating Financial Inclusion through Digital Transformation
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