Reality, opportunity, and best practices for business process management in insurance
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| Tag | 1 | 2 | Value |
|---|---|---|---|
| LDR | 00000cam a22000004b 4500 | ||
| 001 | MAP20089003778 | ||
| 003 | MAP | ||
| 005 | 20220911205157.0 | ||
| 008 | 070907s20062011usa|||| ||||||eng d | ||
| 035 | $aMAP20070004401 | ||
| 040 | $aMAP$bspa$dMAP | ||
| 084 | $a219 | ||
| 245 | 1 | 0 | $aReality, opportunity, and best practices for business process management in insurance$cMarc Cecere... [et al.] |
| 260 | $aCambridge$bForrester Research, Inc.$c2006 | ||
| 300 | $a14 p | ||
| 490 | 1 | $aBest practices | |
| 520 | $aBusiness process management suites (BPMS) show promise for insurance applications, but to date the applications have been limited. Most BPMS have been for noncore processes, pilots, or for applications that have little to do with business process management (BPM). However, BPM is ideal for reducing costs, increasing compliance, and introducing new products by building processes that overcome organizational and technical barriers. To accomplish this, process experts need to evangelize BPM while choosing simple yet visible initial applications. Enterprise architects and IT professionals need to provide the supporting data and technology underpinnings while ensuring applications use the appropriate standards. Finally, vendors need to provide best practices in building and deploying BPM apps, identify good and bad choices for insurance processes, and develop business cases to help insurers sell BPM internally | ||
| 650 | 1 | $0MAPA20080586294$aMercado de seguros | |
| 650 | 1 | $0MAPA20080586546$aNuevas tecnologías | |
| 650 | 1 | $0MAPA20080606091$aEstrategia empresarial | |
| 650 | 1 | $0MAPA20080598358$aProductos de seguros | |
| 650 | 1 | $0MAPA20080610326$aDistribución de seguros | |
| 700 | 1 | $0MAPA20080039813$aCecere, Marc | |
| 710 | 2 | $0MAPA20080436582$aForrester | |
| 830 | 0 | $0MAPA20080507640$aBest practices |