In this video from the Metastorm Customers Speak Out video testimonial series, released earlier this week, Cindy Bivians, senior manager of corporate risk control from a Fortune 100 energy company, shares insights into how they deployed Metastorm ProVision to achieve optimal business solutions.  Bivians discusses how they are using Metastorm ProVision to model, visualize and improve gaps across the enterprise. By implementing Metastorm ProVision, the organization was able to establish transparency across integrated processes within their Corporate Risk Controls sector.  In doing this, they were able to identify missing items and areas that needed improvement and documented results – including a repeatable savings of 65 hours of time from one group process.  Since then, they have deployed Metastorm ProVision into all other areas of their organizational structure, and expect to see a dramatic change in hours saved in 2011. 

Implementing Metastorm ProVision enables businesses to thoroughly understand the intricate relationships that exist between business strategy and business process and identify areas for improvement.  Want to learn more about how customers are leveraging Metastorm Enterprise software?  Check out our customer page where you can watch the complete Metastorm Customers Speak Out series and read over 100 customer success stories.

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Organizations worldwide rely on Metastorm software to meet the evolving demands of their dynamic business processes.  At Metastorm, we take great pride in our ability to consistently deliver services and solutions that meet customer needs in business process management, enterprise and business architecture, and business process analysis.  Metastorm’s integrated software portfolio, in combination with our on premise SaaS and Cloud-based options, enables organizations to define strategy, analyze change, and automate and improve key business processes—with clear visibility across the enterprise to optimize results. 

We continue to offer the Metastorm Customers Speak Out series because we, too, are inspired when we learn about the success our software enables.  We strive to deliver the best software, tools and support to help organizations optimize the use of their resources to achieve lower costs, faster time to market, better governance, greater agility and overall improved business performance. 

The 38 episodes of the Metastorm Customers Speak Out video series can be viewed on our customer testimonial page or on the MetastormMedia YouTube channel.  The customer interviews are also available on iTunes, by subscribing to the Metastorm iTunes Podcast series.  More than 100 customer case studies can be viewed and downloaded on the Metastorm customer success page. 

We hope that you gain valuable insights from the lessons learned and experiences of our customer base and can apply those to your own business improvement efforts.  And as always, Metastorm stands ready to help.

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Operating on the Microsoft Windows Azure ™ platform, Metastorm M3 provides users with complete benefits of a private or public cloud, including scalability, performance, security, and elasticity.  Metastorm M3 is designed to be modeling for the masses, offering 11 different modeling types—goal, organization, capability, system, process/workflow, activity, rule, project, requirement, location and deliverable— from the Metastorm Enterprise software suite.  Additionally, Metastorm M3 provides 23 modeling objects and viewpoints, going beyond a traditional process model, to give users more comprehensive and holistic business improvements. 

Metastorm M3 empowers businesses by offering a cloud-based environment through which an unlimited number of users can easily improve their organizations using enterprise modeling and collaboration.  Business and IT users are given a rich, social environment in the Cloud where they are able to utilize social networking tools such as chat, whiteboard, model annotation, sharing, recording, and playback to design and implement business practices.  A distinguishing feature of Metastorm M3 is that it offers secure, cloud-based collaborative enterprise modeling for anyone, anywhere.  Metastorm M3 is an excellent tool for mass deployment because it offers built-in modeling guides and real-time help, requiring no prior knowledge of or training in enterprise modeling and no IT setup.  Additionally, its location in the Cloud allows users to gain unlimited access, opening a broader, global collaboration for businesses to achieve the most optimal results.

Metastorm M3 is designed to be used alone or with the Metastorm Enterprise software suite.  Any input, information and data captured in the Cloud is compatible with Metastorm’s enterprise architecture, business process analysis, business process management and integration products to ensure ongoing, shared visibility and the ability to incorporate user input enterprise-wide process improvements.

“Metastorm M3 is designed to go above and beyond any other tool available today to give our customers a distinct edge over their competition,” said Greg Carter, executive vice president of development and CTO of Metastorm.  “Leveraging our years of best practice experience in modeling, architecture strategy and process improvement, we have compiled a rich set of modeling and collaboration tools to empower users on a global scale to participate in business architecture and process definition activities that were once limited to a specific department or skill level.”

What to know more about Metastorm M3?  Check out the social media version of the press release here, complete with screenshots and other related materials.

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Metastorm Smart Business Workspace uses widgets and mashups to deliver a role-based user experience across the entire Metastorm Enterprise software platform as well as other applications.  This single, role-driven interface is designed to meet the needs all types of roles within an organization.  Metastorm Smart Business Workspace transforms the power of Metastorm’s enterprise software by adding a layer of highly personalized user experience, resulting in rapid information access and a more productive, agile work environment regardless of the user’s organizational role. Using Metastorm Smart Business Workspace allows individuals to develop their own personal space, catering to their unique needs.  The software takes into account the user’s job description, skill set, knowledge base, key responsibilities and personal preferences to go beyond traditional interfaces to support the preferences of the user in a single, actionable environment.   

Metastorm Smart Business Workspace provides libraries of widgets related to Metastorm’s enterprise software for enterprise and business architecture, business process analysis, business process management and integration, giving users the ability to easily mash up and integrate data and applications.  The Metastorm Widget Designer enables non-technical users to quickly and easily design and create rich, entirely new and unique widgets and applications that include built-in transaction support, governance and advanced external integration capabilities. 

Metastorm Smart Business Workspace is designed to increase and promote social collaboration within the workplace, taking advantage of popular social networking capabilities to deliver meaningful business results.

“Metastorm Smart Business Workspace will open up a whole new world of insight and productivity for business users and give organizations the mechanism they need to finally leverage social collaboration technologies in a productive way within the enterprise,” said Kevin Haugh, vice president of product marketing and management at Metastorm.   “By delivering role-based, actionable workspaces that can be personalized by each user, Metastorm Smart Business Workspace will make it easier for users to leverage critical information and powerful features of the Metastorm Enterprise software suite – from enterprise modeling to business process analysis to daily process execution and participation – and to make better, faster business decisions.”

Interested in learning more about Metastorm Smart Business Workspace? Check out the social media version of the press release here, complete with screenshots and other related materials.

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Many Process Analysts see themselves as “Process Engineers,” and they take the designation quite literally.  They like to staff the project with like-minded people, not those pesky line workers who say, “But that’s not how we do it.”  Shortly after project kick-off, the Analysts dive into as much process detail as possible, as rapidly as possible.  They generate thick notebooks of swimlane diagrams, waving them around as if they were Holy Writ. These Engineers preside over process work sessions which are jaw-droppingly boring, mistaking the nodding heads of dozing participants for some kind of agreement on issues.  They are invariably shocked and dismayed to find that their final output -say, a Requirements Definition document – is panned by project team and sponsor alike.

So, what are they doing wrong?

Frequently, they are not attending to the “People Stuff”.  Now, a thorough discussion of the People Stuff would take a good deal of time, and should really be the subject of its own training course.  I will just touch on a few key pieces of advice here:

1. Start working on the People Stuff during your very first discussion with the Project Sponsor.  That person has an agenda of his/her own (no, really!), you need to determine what it is, and whether it will be a barrier to success.  One of my best projects, years ago, was one that never even got started.  I determined in my initial meeting with the Sponsor that he was demanding a lot of time and money for automation which would be of minimal benefit to the organization.  I made the case for tabling the project (and I had to make the case multiple times, because he was politically influential).  I count it one of my great successes, because I actively promoted the good of the company over the pet project of one person.
2. Determine the stakeholders – ALL of them.  Any stakeholder whom you ignore will show up at the worst possible time in your project, count on it. And, a stakeholder who has been ignored can be a powerful antagonist to the success of the initiative.  A good way to identify the stakeholder is to use the ProVision Business Interaction Model. This modeler helps you to push your team through the task of identifying touch points and it provides a really useful visual for your scope-setting conference with the Sponsor.
3. Ask every stakeholder: “What does success look like to you?” Ask them to pretend that the new process has been implemented successfully, and has been operating perfectly for six months: “What are you seeing? What are the things you love about this new process?” These discussions will surface some objectives which no one has talked about yet.  If undiscovered, these desires would have been voiced only at the time of project ”go-live,” when it would be too late to address them. 
4. Push both the Sponsor and management to get some workers of all levels on the project team.  You really need the day-to-day experience of all levels in order to get clarity on what the process SHOULD do for them.  Managers will tend to define the process according to the documented policy, line workers will tell you how often they have to violate that policy just to meet the goals set by management. Your job is to surface the real process; identify the broken parts, and help your clients to design a better way of doing things. Bleasdale’s Third Axiom of Process Management:  Honor the REAL process. If it’s broken, fix it; but don’t pretend it’s working when it’s not.
5. Plan to do a lot of crowd control in your work sessions.  There is no free lunch for the Process Analyst:  you must prepare for the work session with forethought; spend a lot of time developing visuals which will elicit maximum understanding and engagement, generate a good agenda, and keep to it. Provide descriptive meeting notes and lists of “takeaways” for the team to work on for the next session.  Without these tools, your meeting will degenerate into a “venting session.”  All this preparation is very difficult, very time-consuming – and a big part of the “magic” which makes a project successful.  Incidentally, I strongly advise tag-teaming the work sessions, with at least two people working on facilitation and scribing.  It is virtually impossible for one person to facilitate AND take notes.  When the facilitator stops to document issues or questions, that lull in the action sucks all the energy out of the session.
6. Find out what individual team members like, and provide it.  If possible, get a small budget for refreshments. Keep in mind that the people staffing these projects are doing ‘extra’ work. Yes, they really have full-time jobs; and they must add these meetings, and your wearisome take-away assignments, to their already-crammed workload. This causes them to feel a bit entitled to a treat, now and then; and it is only fair for you to provide it.  If money is tight at my company, I pay for candy myself (customer service is my thing.). My clients are very appreciative of the fact that I care enough to learn their preferences, and the sugar keeps the energy level up for those long afternoon work sessions.
7. Perhaps the most important advice on the people stuff—Plan to work harder than the rest of the team. If you are running the process analysis portion of a project (or the whole initiative), you are the one who sets the tone for diligence, precision, and thoroughness. Your audience will care only as much as you do. So, you must be willing to set the standard for others to follow. And, from a pragmatic standpoint, you will not be able to hold other team members accountable unless you have demonstrated that you have gone above and beyond. 

 In trying to think of a way to synthesize it all, I remembered a conversation with a potential client a few years ago.  He wanted me to work with a group comprised of IT and Marketing folks, very cantankerous and opinionated.  He was concerned about the “volatility factor” on the team, and wanted reassurance that I could manage the personalities. He asked me, “Would you mind telling me your management style?”  I hadn’t had THAT discussion in years, and the question took me by surprise.  So I answered from the gut, but tentatively, “…I guess you’d call it:  “Mother Hen…” 

 Even as the words slipped out, I thought, “Oh, brother, this is a deal-killer for sure.”  But before I had even finished the thought, he blurted, “That’s eXACTly what we need!!!!”   

 That was an “Aha!” moment for me, as I came face-to-face with my own philosophy about The People Stuff, something I had never articulated before.  And, if you think about it, it’s really not a bad paradigm.  The mother hen clearly cares about her wayward charges, but she’s not going to be a pushover.  She constantly watches their progress, intervening when necessary to keep order.  She bothers them, and bothers them some more, until she achieves the desired result. She doesn’t harm them, but she doesn’t let them deviate from the chosen path either.

So, if you are your project’s Mother Hen, look at it this way: You may bruise ‘em a little bit – but you’ll keep ‘em all alive; you’ll all get where you are going; and you won’t inflict any lasting damage.  Not bad, as management styles go.

===========================

Pat Bleasdale is an AVP with Wilmington Trust, a financial services company in Delaware.  She is a veteran Business Process and IT professional, with extensive experience in management consulting.  She has been actively involved in process analysis and business transformation since the 1990s.  Her background spans multiple industries, in sectors as diverse as Financial Services and Manufacturing; and her clients have included Fortune 100 firms, as well as small and mid-sized companies.  In 2006, Pat joined Wilmington Trust as the Company’s Business Process Specialist, charged with developing and deploying a BPM framework, a process engineering methodology, and best practices throughout the organization. 

 Pat holds B.S., M.A., and PhD degrees.  In the 1980s, she coined what has become Bleasdale’s First Axiom of Process Management:  ‘Never automate a mess.’

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The lives of many organizations have similar, humble beginnings.

But in order to survive and thrive in their environments both the caterpillar and the business have to grow – and for both parties, growing is essentially an input, output scenario.

For the business to grow, it needs to collect resources – people, materials, technology, infrastructure, etc. in order to produce its deliverables or provide its services, which will ultimately enable it to generate profits and expand.

The caterpillar on the other hand, needs to consume food to provide its body with energy - this enables the caterpillar to utilize food resources to increase its size.

Undoubtedly both the caterpillar and the business need resources to grow. But just like the caterpillar in a much beloved and well known children’s book, a business can become fat as it consumes more resources than necessary – or even the wrong resources altogether. Imagine your organization eating through 5 million sheets of paper, 40 thousand dollars in fines from a compliance violation, 150 hours of employee productivity because of duplication of effort, and so on.

Luckily for the caterpillar, it instinctively builds a cocoon that transforms it into a beautiful butterfly – eliminating its excess bulk, and allowing it to soar to new levels of prosperity.

But what’s a business to do? For businesses, overconsumption and poor management is a major problem that can lead to significant losses. Being too fat can be fatal to an enterprise – causing it to waste the profits that it needs to survive and thrive, and to become so sluggish that it is unable to effectively compete in the marketplace.

Unfortunately, no organization can wrap itself up in a cocoon and triumphantly emerge months later as a new and improved version of its former self. But if it were possible, I think it’s a safe bet that many would retract for a brief period and allow such a change to happen.

But there are technologies that can act like a cocoon to facilitate business transformation – and, even better than a cocoon, these technologies enable organizations to realize real, measurable improvements without ever requiring them to pull away from the marketplace. This means organizations can serve their customers and drive results while transforming to be Leaner, more agile and competitive than ever before.

For example, with Metastorm Enterprise, Metastorm’s integrated software suite of Business Process Management (BPM), Business Process Analysis (BPA) and Enterprise Architecture (EA), organizations can achieve business transformation in 3 easy steps:

Step 1: SEE the breadth of the enterprise including goals, resources and key process relationships with Metastorm ProVision®.

Step 2: THINK through and analyze possible organizational changes and process improvements with Metastorm ProVision for BPA – ensuring that the right changes are made.

Step 3: DO the right things with Metastorm BPM® – and quickly and cost effectively realize desired changes and results.

With Metastorm’s “See. Think. Do” capabilities, organizations can identify time and resource wasters, test and implement improvements, and then execute new processes to metamorphose from fat and sluggish to harmonious, well-balanced and resource efficient – enabling them to soar above the competition and achieve unprecedented levels of success.

With Metastorm Enterprise, business transformation truly is elementary – after all, it’s as easy as counting to 3!

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The podcast, “The USAF, Six Sigma, and BPM,” discusses how the US Air Force utilized Metastorm ProVision® and Metastorm BPM® to achieve a 200% increase in automation to gain more efficiency, productivity, and control.

According to Chaney, the project began when the Department of Defense (DoD) mandated that, in order for DoD organizations to continue receiving funding, their IT investments had to include an Enterprise Architecture (EA) tool.

As part of its new EA initiative, the US Air Force wanted to identify how its IT infrastructure was supporting its business processes, and how well the processes were performing in the supported environments. To meet the goals of an existing initiative, Air Force Smart Operations for the 21st Century (AFSO21), which aims to streamline processes and optimize resource consumption – the US Air Force also wanted to “Lean out” its business processes to do more with less.

Listen to this podcast and read this customer success story to learn how the team used Metastorm ProVision to see and analyze its processes, and to identify time wasters and other areas of inefficiency, how it subsequently used Metastorm BPM to execute the Leaner, more agile processes across the entire enterprise, and how it utilized the power of the Metastorm Enterprise software suite to realize greater efficiency, and meet the goals of AFSO21.

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A recent report by industry analyst firm, Gartner, positions Metastorm as one of the top business process analysis (BPA) vendors in the world. The Gartner “Magic Quadrant for Business Process Analysis Tools” report positions Metastorm ProVision for BPA as a leader in the business process analysis space, and explains several key differentiators for Metastorm.

The report states that “based on Gartner customer feedback, Metastorm has one of the highest customer satisfaction ratings in the BPA market.” It also recognizes Metastorm for its ease of use and process discovery capabilities, its pre-built connector to SAP, and its integrated market-leading EA and BPM capabilities.

Metastorm also recently released the newest version of its enterprise modeling, business architecture, and business process analysis tool – Metastorm ProVision Version 6.2. Key features of the new release include support for the latest modeling standards, improved ease of use, and extended support for enterprise collaboration, which includes sharing and reuse of models, objects and libraries, as well as enablers for Process Centers of Excellence.

Bill Aronson, founder of the Enterprise Designer Institute, has even authored a fully-illustrated, third party book entitled Metastorm ProVision Version 6.2 Made Easy, in which he shares tips and tricks about the newest release. To learn more visit Bill’s storefront.

For expert advice and instruction on Metastorm ProVision, we currently have several upcoming, hands on Metastorm ProVision training courses. These are offered in person in the United States and the United Kingdom, or via WebEx where they can be accessed from around the world.

And don’t miss our EA and our BPA boot camps. Both will be held in Baltimore, Maryland from May 20th-21st, 2010.

Still wondering what all the buzz is about? Visit our website to request a trial version of Metastorm ProVision (registration required), and see for yourself why industry analysts rank Metastorm ProVision as a leading tool for Enterprise Architecture and Business Process Modeling and Analysis.

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En route home from one of my latest trips, I received an email asking me to write a blog post about business process improvement projects.

As I sat on the airplane, and the pilot announced that we were next for takeoff, I thought, “This is all going just as planned. The process is working great, and in a few hours I will be home after a week of traveling.”

That’s when the engine and plane stopped. What had gone wrong?

Well, planning is the answer. The air traffic control out of Atlanta had stopped us on the taxiway because of some sort of congestion. Although there was undoubtedly a plan for us to take off at a certain time, some other factor had disrupted it.

That is when I started to think about how, to any business process improvement project, proper planning is just as important as process discovery. Planning out your work, goals, participants, and time helps tremendously in the entire process. And, just like the plane trip home, planning does not mean that there won’t be any turbulence or disruptions during the flight.

In fact, planning will help you be prepared for the turbulence.

The same way the airlines tell you to buckle up – there is some rough air ahead! – proper planning helps move you and your team members along your process modeling and improvement efforts, and helps you overcome and continue to move forward even if you do face turbulence.

So often we are having a pain in a particular area and just jump into buying, fixing, or even changing the business process and technology without properly planning or asking the important questions first. What solution do we need, and how will we use it? What solution best enables us to understand and improve our business processes and subsequently execute improved processes? How can we make use of our existing technologies, and does this solution aid us in doing so?

If you don’t take the time to plan properly, your team may initially be successful in spite of itself, which in turn creates a false sense that your success can be repeated again and again without “wasting time” to plan out your work. I have seen this attitude fail at the most inconvenient time – when things are the most critical to the business.

So, where do you start planning? This goes back to an acronym that I live by, and that is KISS, or Keep It Simple, Silly – or any other way that you have heard is stated. There are two simple questions that you need to answer:

1. Why are you starting the project? Without this simple, two line mantra you will wander all over the place never knowing whether or not you are headed toward the Promised Land.

2. What is the end objective? What I mean by that is – get an agreement or understanding from the project sponsors of what the definition of success is to them.

So, by now you will know where you are going, and how to recognize when you get there. But between Alpha and Omega, or the beginning and the end, there is something in between, and a time box that you should identify. Identifying key dates and milestones will help to ensure that the tasks are going according to plan. This allows for a redirection of resources if the milestones are not being met.

Finally, time box your entire effort. Analysis is integral, but make sure you avoid Analysis Paralysis by ensuring you keep it on a schedule, and that the project continues to move forward. Keeping things to a shorter time frame motivates the team to get things done – this prevents you from falling victim to the dreaded “never-ending project.”

To conclude I want to reiterate the high importance of planning your project out. Keeping things time boxed, and keeping your goals in mind will help to ensure a successful project. And don’t forget, keeping your sanity during the entire process should be one of your goals too.

Happy planning and Good Luck!

==========================

Brian Chaney is the Director of IT Strategy & Architecture at Copper River IT where he is responsible for Enterprise Architecture, BPM development, CMMI compliance and other process-centered areas. Brian has guided Six Sigma projects, more than 50 Enterprise Architecture initiatives, and successfully completed the life-cycle of Six Sigma and Enterprise Architecture into BPM.

Brian is a Six Sigma Black Belt with a proven track record of structuring and implementing projects that yield measurable results including reduced customer wait time, productivity gains through multiple change and improvement initiatives, and cost savings.

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Gartner, the top industry analyst firm in the world, also recently positioned Metastorm in the Leaders Quadrant in the “Magic Quadrant for Enterprise Architecture Tools” report (November 2009) and in the “Magic Quadrant for Business Process Management Tools” report (February 2009).

With Metastorm’s established leadership in these three areas, the most recent report states that “Metastorm BPM® and Metastorm ProVision® [are] a strong combination for organizations looking for a single integrated BPA/BPM supplier,” and that Metastorm offers “a good solution for organizations looking for a single tool able to support both EA and BPA.”

“Metastorm is pleased with our position in the Leaders quadrant in three Gartner Magic Quadrant reports – EA, BPA and BPMS – and believe it is a testament to our ongoing commitment to helping our customers better align strategy with analysis and execution to deliver real business results,” stated Bob Farrell, chairman & CEO of Metastorm. “Metastorm will continue to provide best-of-breed capabilities across these three disciplines. Our recent release of Metastorm ProVision Version 6.2 will further help our customers obtain the understanding, visibility and governance necessary to achieve a competitive advantage in today’s challenging business environment.”

In Gartner’s recent report Metastorm ProVision receives accolades for its ease of use, process discovery capabilities, and pre-built connector to SAP, and integrated market-leading EA and BPM capabilities. And, according to the report, “Based on Gartner customer feedback, Metastorm has one of the highest customer satisfaction ratings in the BPA market.”

Metastorm ProVision® for BPA provides a comprehensive solution that allows organizations to discover, model, analyze and optimize their business processes. Metastorm ProVision’s ease of use, built in methodologies, wide array of industry reference models, and integrated user guides provide rapid time to value; and its rich simulation and analysis capabilities help organizations achieve continuous process improvements.

Unlike other BPA software products, Metastorm ProVision also provides deep enterprise and business architecture functionality to allow organizations to better understand the relationship of business processes to the broader enterprise. And paired with Metastorm BPM, an organization can execute process improvement initiatives with great speed and agility at minimal cost.

Learn how one Metastorm customer used Metastorm ProVision in conjunction with Metastorm BPM to achieve greater than 700% annual ROI as well as many other benefits.

To learn more about Metastorm and the Gartner Magic Quadrants, check out the industry analyst credentials page of our website.

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But what exactly is knowledge? How can a company manage its knowledge?

Let’s pretend I don’t know anything about Major League Baseball—

If I heard a statistic – a piece of data – like, “Player X has a .298 batting average,” it wouldn’t really mean anything to me. Actually, .300 – if I were rounding up – would sound pretty low. Without understanding batting averages, or knowing anything about Player X, I would think he was a terrible batter.

Or, if somebody told me that a particular MLB team won 64 games in the 2009 season, I would probably think, “Wow, that team is great! They won a ton of games last year!” –totally missing the point that winning only 64 games is very bad. That team had the worst record in the entire league.

My point is that data without context is useless, and can be easily misunderstood.

For businesses, data is relatively easy to collect and store, but without knowledge, it really isn’t very valuable.

One very important type of knowledge that businesses must manage is the knowledge from their people. The type of knowledge that organizations rely on comes from experience and is often referred to as intellectual capital. It provides human insight and know-how to teach organizations how their best people do their jobs – how work gets done, and the best way to do it.

Unfortunately, this type of knowledge is fleeting – no employee is going to stay at a company forever, and a new, less experienced worker may very well take his or her place – and this knowledge, which is often abstract – is difficult to collect.

Collaborative technologies are the solution to this problem. By getting knowledge workers involved in documenting day-to-day activities now, companies can capture, and even expand, their intellectual capital, and provide new workers with the context to understand data and business processes and how to do their jobs more effectively.

Enterprise/business architecture (EA) and modeling software like Metastorm ProVision® and business process management (BPM) software like Metastorm BPM® provide this functionality. Using these tools, you can document existing business processes, understand how your best people do their jobs, and capture those best practices in process models that can then be automated and deployed as operating business processes. And with data capture tools like Metastorm Discovery™, it’s easy to get knowledge workers involved in the process so that you don’t miss out on their valuable insights.

Leveraging these software technologies will provide your next generation of workers with the valuable knowledge of their predecessors, as well as with a means to put data – price fluctuations, costs, market changes, etc. – into context while enabling them to better understand the environment in which they are operating. It will also shorten the learning curve, and enable new workers to avoid costly mistakes. This new generation will also be able to leverage the collaborative technology platform that these solutions provide to share ideas and find ways to improve the business.

With technologies like Metastorm ProVision, Metastorm ProVision for BPA and Metastorm BPM, companies can truly go beyond managing, and truly expand their human knowledge to ensure that they continue to move forward without forgetting the lessons learned from past generations.

Perhaps this is why Metastorm ranks as one of the Top 100 Companies that Matter in Knowledge Management.

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