Enhancing Customer Value Through 'Top-Down' Business Process Management

Cognizant 20-20 Insights | August 2017
Enhancing
Customer
Value Through
‘Top-Down’
Business Process
Management
By following our five-step, BPM-enabled
transformation excellence roadmap,
organizations can more effectively
plan, enact and deliver value from their
digital business journeys.
COGNIZANT 20-20 INSIGHTS
Executive Summary
A recent survey conducted by Progress Software
revealed that 86% of surveyed organizations
believe they have two years to make inroads in
their digital transformations, 55% said they had
a year or less before they would begin to suffer
financially or confront competitive threats, and
59% contend that they are already behind the
curve.1
Rapid changes are occurring in the macroeco-
nomic environment, often triggered not only by
emerging technologies such as smart machines
and the Internet of Things (IoT), but also from
cross-disciplinary business models pressuring
business leaders to continuously innovate and
transform their operations. Such transformative
initiatives should enable businesses to become
more nimble, adapt to moving market forces and
deliver winning business propositions to custom-
ers and others across the value chain.
Thus, transformation through innovation is
no longer a fad, but a necessity in today’s
dynamic digital age. Organizations, in our view,
must “adopt to adapt.” Whether selecting

the right transformation approach, technology
or capability to execute, organizations must
ensure that they have the right mix of people,
process and technology to achieve their business
objectives. One of the key disciplines that orga-
nizations can leverage in their transformation
journey is business process management (BPM).
BPM helps an organization transform, by creating
a flexible and agile infrastructure that enables
operational excellence and builds a more respon-
sive, efficient business.
A process-oriented approach to transforma-
tion through technology adoption holds the key
in such dynamic situations, framing the topic
for this white paper. We call it the “top-down”
approach, and recommend it for organizations
embarking on a transformation journey at var-
ious levels of maturity. As we will demonstrate,
this approach helps organizations assess their
current state, establish transformation goals and
chart a realistic, sustainable plan to effect end-
to-end process management from idea to reality.
TAKING STOCK OF PROCESS
ORIENTATION
A process-oriented approach to transformation
requires a sharp visualization of the organizational
IT landscape as a collection of business processes,
rather than a collection of systems and functions.
The systemic view of an organization often results
in inappropriate IT decisions. But process-oriented
approaches focus on developing and holistically
managing the organization’s process architecture
– a hierarchy of end-to-end processes designed to
create value for the customer – rather than a piece-
meal improvement of a specific function or system.
Adopting a process view, however, can’t be achieved
overnight and necessitates not only a change in
the approach, but also requires an evolution of the
larger organizational structure. Critical elements of a
BPM-enabled transformation in this evolution include:
• Strategic customers and desired value: Ascer-
taining strategic customers and the value they
require must drive the exercise. This helps align
values, and benchmarks the measurements nec-
essary to gauge subsequent business processes
delivering those values.
• Process architecture: Organizations need to
focus on the big picture of value creation – build-
ing an efficient network of end-to-end processes
to deliver desired value to the right set of cus-
tomers in the most operationally efficient way.
BPM helps effectively manage and optimize the
maze of cross-functional business processes by
(re-)designing, measuring, monitoring and con-
trolling them through top-notch people, process
and technology.
• Process performance management: A cor-
nerstone of BPM-enabled transformation is a
robust performance management system and
meaningful metrics tied to key business per-
formance and financial indicators that facilitate
continuous improvement.
• Governance and response systems: BPM’s
true value is in helping organizations transform
for continuous improvement by linking core ele-
ments of people, process and technology with
a robust governance mechanism that enables
more informed, collaborative oversight of busi-
ness activities. BPM requires the governance
Cognizant 20-20 Insights
2‘Top-Down’ Business Process Management |

mechanism to be augmented by an effec-
tive response mechanism to proactively and
continuously seize on improvement opportu-
nities (both short- and long-term). This leads
to holistic and agile end-to-end process man-
agement enabling continuous improvement
of organizational performance that is respon-
sive to rapidly changing market dynamics.
While BPM can be highly beneficial to the organi-
zation, the road to BPM adoption isn’t always easy.
Most organizations are faced with the challenges
revealed in Figure 1, the effective handling of which
is a key ingredient to success in the BPM journey.
A ‘TOP-DOWN’ APPROACH
The top-down approach is built on the afore-
mentioned constructs, leveraged against the
following key principles:
• Clear articulation of smart business goals
and objectives, driven by desired custom-
er-centric outcomes, delivering desired value
to customer(s).
The Bumpy BPM Road: Key Challenges for a BPM-Led Transformation
Figure 1
• Lack of business ownership.
• Lack of coordination between
business & IT.
• Lack of BPM enablement of key
IT and business users.
• Lack of mapping people &
process KPIs.
• Lack of business case for BPM,
aligned to business strategy.
• Improper process prioritization for
implementation.
• Absence of BPM roadmap.
• Poorly defined measures of success.
• Lack of alignment of requirements
to business case.
• Organization is too slow to embrace
business change.
• BPM seen as a one-time project, not as a continuous improvement initiative.
• Improper product fitment for the chosen processes.
• Lack of a pan-enterprise BPM center of excellence to drive BPM implementation and adoption.
People Process
Technology
‘Top-Down’ Business Process Management | 3

• Correct assessment of the current land-
scape to understand the organization’s
maturity and capability to deliver BPM-en-
abled digital transformation programs.
• Identification of the right initiatives needed
to attain the desired level of maturity and
capability.
• Identification and prioritization of the
right processes and technology to yield the
desired business outcome.
• Creation of a multi-period, achievable
roadmap, with clear goals encompassing:
»» Initiatives necessary to grow maturity and
the capability to execute.
»» BPM programs for implementing the desired
changes for select processes.
Our Transformation Excellence Playbook has
helped our client organizations jumpstart their
transformation journeys. The playbook recom-
mends using our proprietary DATES transformation
methodology described below as a guide.
MOVING FORWARD WITH A
PROVEN PLAYBOOK
Our Transformation Excellence Playbook is built
around the basic principles articulated above and
applies three key transformational constructs –
people, process and technology – for delivering
desired customer value.
The fundamental building blocks of this playbook
are transformation strategy, strategy execution,
transformation governance, key supporting func-
tions and enablers (see Figure 2).
Transformation Strategy
We recommend defining a charter with clearly
established business goals, mission, vision,
success criteria and organizational structure,
including roles and responsibilities of the trans-
formation program. For a transformation journey
to succeed, it requires:
• Smart goals to be achieved (what).
• A well-charted roadmap to achieve them (how).
• The necessary capabilities to achieve them
(who/what).
• An expected business outcome in mind (why).
Pillars of a BPM-Infused Transformation Excellence Playbook
Figure 2
Enablers
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Transformation Governance
Center of Excellence Program / Portfolio Management OfficeSteering Committee
Transformation Strategy
Strategy Foundation
Organization BPM Maturity Assessment
Organization Digital Maturity Assessment
BPM Capability Assessment
BPM Vendor Evaluation
BPM Opportunity Assessment
BPM Roadmap & Business Case
Key Supporting FunctionsStrategy Execution
Enterprise Architecture
Infrastructure
Organizational Change
Management
Repository of
Process
Assets
Standards &
Best
Practices
Solution &
Accelerators
Reference
Technical
Architecture
Reference
Business
Architecture
Library of
Reusable
Components
Implement
MonitorOptimize
Discovery
& Analysis
Design
Figure 2

5‘Top-Down’ Business Process Management | 1
The journey begins with an assessment of the
current state of process and digital maturity, as
well as the current and required capabilities to
achieve success. Based on the business goals, it
is imperative to prioritize the processes neces-
sary for further innovation and differentiation,
and identify the technology required to achieve
the desired outcome. With these in place, the
organization can create an achievable roadmap
of activities and create a network of governance,
support and enabling capabilities.
Strategy Execution
BPM helps manage organizational processes
through continuous reinvention of business
operations to drive better outcomes. It enables
businesses to respond to changing consumer,
market and regulatory demands faster than the
competition, thus helping organizations gain
business advantage. Proper process manage-
ment sets in place a continuous improvement
cycle. Our proposed playbook offers flexibility
at this stage by helping to align execution with
varied business goals (see Figure 3).
Typical process management methodologies (like
one depicted here) are adopted in transforma-
tion initiatives bound for operational excellence.
They are employed to discover and model busi-
ness processes, find areas of improvement and
design future-state processes using standard
modeling tools such as ARIS, Blueworks Live and
Visio, and BPMS platforms such as Pega with its
Directly Capture Objectives (DCO).
Thereafter, these processes can be implemented
using iBPMS platforms, like Pega, IBM BPM and
Appian. Process performance may be monitored
using predefined KPIs for continual optimiza-
tion. Based on desired business outcomes, these
platforms are leveraged by organizations to gain
target capabilities.
For disruptive and agile objectives such as
customer-experience-driven transformation ini-
tiatives, our accelerator methodology can be
adopted. This approach, like the one depicted in
Figure 3, is supported by our playbook.
Customer-Experience-Driven
Transformation
Figure 3
Strategy Execution
Implement
MonitorOptimize
Discovery
& Analysis
Design
INITIATIVE 1
INITIATIVE n
Ideate
Prototype
Scale
Ideate
Prototype
Scale
...
Figure 4
Aligning Gears of Transformation with
Business Objectives

For transformation initiatives aimed at more
rapid and disruptive changes (i.e., customer
experience transformation), innovative
approaches including design thinking or cus-
tomer journey mapping may be embraced. (For
more on design thinking, read our Cognizanti
article “Human-Centric Design: How Design
Thinking Can Power Creative Problem Solving,
Drive Change and Deliver Value.”)
Our methodology for digital transformation is
built around ideate, prototype and scale phases,
to sustain change for continuous improvement
(as indicated in Figure 4).
Transformation Governance
Process governance provides a disciplined
approach for enabling and steering the man-
agement of business processes across multiple
initiatives in the enterprise. It addresses the
structure, metrics, roles and responsibilities
necessary to measure and improve perfor-
mance and manage organizational processes.
It also clarifies tasks, responsibilities and
tactics, as well as activities of formulating,
introducing, controlling and reviewing process
management artifacts, including policies and
procedures, rules and guidelines, and instru-
ments and technologies. Key participants in
process governance include the BPM steering
council, BPM center of excellence and pro-
gram/portfolio management office.
Key governance responsibilities include:
• Establish process governance:
»» Create organizational structure, gover-
nance mandates and a role-responsibility
matrix.
»» Target operating model and capability
matrix.
»» Collaborate with and onboard organi-
zational units participating in process
management.
»» Define policies to create, update and adopt
assets, methodologies and standards.
• Engender process governance for continu-
ous process improvement:
»» Periodically evaluate and prioritize BPM
opportunities.
»» Review program management and deliv-
ery disciplines, standards and methods.
»» Review and ensure adoption of methodol-
ogy and best practices.
»» Supervise creation and adoption of
enablers, reusable assets and accelerators.
• Set organizational change management
processes:
»» Define BPM change management approach
and plan in consultation with enterprise
change management council.

»» Build, evaluate and sustain change man-
agement processes.
»» Enable processes by identifying train-
ing needs and rolling out organizational
change management (OCM) training.
»» Align roles and responsibilities with job
duties, and evaluate performance.
Key Supporting Functions
Withitsholisticapproach,BPMcanneverbesuccess-
ful without active collaboration with complemen-
tary and supplementary functions of the enterprise
that directly or indirectly interact with process man-
agement or process governance activities.
Key support functions include:
• Enterprise architecture: Ensures that enter-
prise level architectural standards are main-
tained, reference architecture is followed and
necessary architectural direction is provided.
• Infrastructure: Ensures necessary IT infra-
structure is in place to implement initiatives
and maintains desired standards in security,
availability, performance, etc. to deliver the
right value to the customer.
• An OCM council: Appropriate change man-
agement actions must be taken to ensure
proper enablement and adoption across the
organization throughout the transformation.
Transformation Enablers
For the enterprise to accelerate its transformation
journey, it is helpful to utilize enablers and accelera-
tors available within the organization, or to develop
such enablers. The governance organizations play
an active role in creating these enablers, along with
their policies and procedures, while supporting
organizations play a role in their adoption.
Transformation enablers include:
• Repositoryofprocessassets:Processmodels
and their components, KPIs, use cases, user
stories, detailed business requirements, etc.
• Standards, guidelines and best practices:
Various technology standards, guidelines and
best practices can be created and used during
process implementations.
• Reference technology architecture and
business architecture: Reference technol-
ogy architecture guides technology decisions.
Business architecture creates a common
understanding of the enterprise landscape
and is useful in aligning process improvement
objectives with strategic goals.
• Library of reusable assets: Reusable
components can greatly reduce solution
development time.
• Solution accelerators and productivity
enhancers: Solution accelerators can greatly
enhance the productivity of the solution
design, development and testing activities,
including code review, log analyzer, etc.
DATES TRANSFORMATION
METHODOLOGY
Our top-down approach has been leveraged
successfully in several BPM-led transformation
programs by our clients. It is based on the premise
that for any transformation initiative to succeed,
knowledge of and alignment to organizational
goals must be achieved. For BPM-enabled trans-
formations, this translates to:
• Defining transformation objectives.
• Identifying processes and corresponding goals.
• Defining a roadmap to attain the objectives.
To achieve these objectives, we recommend the
DATES methodology, a simplified nomenclature for

the five stages outlined in our BPM transformation
approach. For effective execution, each of the five
stages must apply various aspects of our Transfor-
mation Excellence Playbook. Figure 5 depicts each
of these phases, along with the various playbook
components that are relevant in each.
Applying DATES Methodology to BPM-Infused Transformations
ExecutePlan
SustainatTargetLevels
Transformation
Roadmap
Implementation
Plan
• Strategic Goals
• Tactical Goals
• Unit of Measurement
• Value Ranking
• BPM Opportunity Assessment
• BPM Capability Assessment
• BPM Vendor Evaluation
• Monitor
• Optimize
• Organization BPM Maturity
Assessment
• Organization Digital Maturity
Assessment
• BPM Capability Assessment
• Discovery and Analysis
• Design
• Implement
Enablers & Best Practices Governance Structure
DefineGoals
TargetDefinition
&Roadmap
AssessCurrentState
Figure 5

DEFINE GOALS
The “define” phase is when business goals and
objectives of the transformation initiative(s) are
identified and a subsequent plan of action is
determined. As part of this phase, transforma-
tion leaders collaborate to identify key goals that
must be achieved in the associated particular
timeframe, aligned with corporate strategy. These
goals, typically smart in nature, are then social-
ized with relevant leaders in the organization
to attain leadership buy-in. The goals, mission,
vision and proposed organizational structure to
achieve them are articulated in the transforma-
tion charter. The strategy foundation component
in the playbook thus acts as the guiding light for
the rest of the transformation journey.
While goal definition sounds simple, it is the essen-
tial foundation of any transformational initiative
and involves a key component, the goal break-
down. The compelling ideas that deliver value to
customers and the organization are generated at
this stage, and a target is defined for each.
In addition to defining objectives, assessing and
identifying perceived benefits is equally critical
before embarking on the journey. Building a busi-
ness case for transformation is therefore extremely
important; it involves developing an ROI model
around expected benefits and associated costs.
The strategy foundation component
in the playbook thus acts as the
guiding light for the rest of the
transformation journey.

ASSESS CURRENT STATE
The assess phase requires understanding the
organization’s current state, or its distance
from the goal, to establish a starting point.
At a broad level, a transformation initiative
requires process, technology and people to be
assessed and optimized for improvement and
goal attainment. A structured approach involv-
ing all key stakeholders and partners is needed
to understand the weaknesses and act upon
them. To achieve this, commitment and contin-
ued support from key leaders are required so
that deficiencies are correctly identified and a
roadmap for digital transformation can be suc-
cessfully crafted.
Our Organizational BPM Maturity Assessment
Framework is one vehicle to achieve self-as-
sessment. The framework uses a survey-based
mechanism that helps organizations identify
strengths and weaknesses on a set of six dimen-
sions across the realms of process, people and
technology.
QUICK TAKE
Measuring & Extending BPM Maturity
A leading U.S.-based financial services organization wanted to mod-
ernize its existing claims and underwriting workflow systems. We
helped assess its BPM maturity and capability to execute large-scale
BPM transformation programs by using our pre-built maturity and
capability assessment tools. This effort resulted in a goal-driven transfor-
mation roadmap in line with its long-, mid- and short-term business goals.
We also helped set up a self-sustaining center of excellence, and an operating
model to drive its BPM-led transformation program. This helped the client
to enhance its support structure for process transformation initiatives and
resulted in enhanced efficiency, faster turnaround time, and reduced cost in
claims and underwriting operations.

After maturity levels are assessed across these
dimensions, improvement areas can be high-
lighted and courses of action can be charted
according to the organization’s short-, mid- and
long-term objectives. Additionally, our Organiza-
tional Digital Maturity Assessment offering can
help an organization assess its ability to enable
and leverage digital technologies in the trans-
formation program, design digital processes,
use them in cross-organization collaboration
and deliver next-generation, personalized dig-
ital experiences that unlock new sources of
customer value.
For a BPM-enabled transformation to succeed, be
it for digital transformation or operational excel-
lence, it is also crucial to assess the BPM skills
that are required for driving the transformation
within the organization. Our Capability Assess-
ment Framework offers a structured approach to
evaluate the required transformational, opera-
tional and technical capabilities for each relevant
role in the organization.
TARGET DEFINITION AND ROADMAP
This step aims at identifying the right process,
technology and people for pioneering the trans-
formation program (see Figure 6 for a depiction).
Right Process
The objective of this step is to identify and gain
consensus on the pilot process(es) to be included
in the transformation roadmap. Because it is the
first proof-point of the initiative, this process
should offer a quick win. Overly complex, polit-
ically charged or highly distributed process(es)
that require buy-in from multiple parties outside
the organization might not be the best candi-
date(s) with which to begin the transformation
journey. Consider processes that are causing
immediate pain and can be solved with minimal
friction. For instance, if reducing operational
costs by 20% is a key objective, the best place
to start the journey could be in a process area
involving much manual labor.
Select the
Right Process(es)
BPM OPPORTUNITY
ASSESSMENT FRAMEWORK
• BPM Suitability
• Business Impact
• Financial Impact
Select the Right
Technology(ies)
BPMS VENDOR
EVALUATION FRAMEWORK
• Vendor Capability
• Product Capability
• Platform Support
• Strategic & Business Fit
• Usability & Performance
• Financials
Select the
Right People
BPM CAPABILITY
ASSESSMENT FRAMEWORK
• Transformational Skills
• Operational Skills
• Technical Skills
Configuring the People, Process & Technology Dimensions of BPM
Figure 6

Our BPM Opportunity Assessment Framework
provides a vehicle to attain this objective. It
employs a survey-based mechanism to quanti-
tatively assess the candidate processes and help
identify the one that will provide the best bang
for the buck in adopting BPM as the driver for
transformation. It also assesses whether the
inherent characteristics of the process make it
a good candidate to derive benefits from BPM
core capabilities (i.e., BPM suitability). BPM suit-
ability considers the business impact involved
in modifying the process alongside the financial
opportunity associated with the investment.
Right Technology
After determining the right process, the next step is
to select the right technology for implementation.
A technology misfit can lead to multiple problems,
resulting in derailment of the entire transformation
program, such as cost escalation or dissatisfaction
with solution features resulting in low acceptance.
Our BPMS Vendor Evaluation Framework con-
siders all the features that are typically taken
into consideration for product evaluation exer-
cises (including market leadership, business fit,
product capabilities, etc.). It allows stakeholders
to weigh these against organizational priorities.
Relevant product experts then provide their
knowledge, experience and input to help deter-
mine the best product for each business context.
Right People
Last, but not least, selecting the right people to
execute each stage in the process is essential to
success. Assigning qualified individuals to per-
form the appropriate phases could make or break
the program.
Figure 7 depicts how we believe clients should
align their BPM organizations along different
phases of their transformation journeys.
Aligning Enterprise Stakeholders with Transformation Journeys
Figure 7
Phase /
Stakeholder
Define (D) Assess (A)
Target
Definition and
Roadmap (T )
Execute Plan
( E)
Sustain (S)
CXO C, I C, I C, I C, I C, I
Sponsor C, A C, I C, I, A C, A C, I
Process
Owner
R C, I C, I C C
SME R C, A C, I C C
Program
Manager
I R R, A R, A R, A
Business
Architect
I R R C C
Enterprise
Architect
I R R C C
R – Responsible, A – Accountable, C – Consulted, I – Informed

While selecting key people for each stage is
critical to success, it is also recommended that
organizations groom and cultivate BPM skills to
smoothly absorb the change.
Based on the capability assessment performed
in the assess phase, roles can be aligned to capa-
bilities, and steps can be created to minimize
skill-gaps. These steps should provide the right skill
inventory to execute the transformation program.
Using the above findings, a transformation
roadmap can be created, clearly outlining the
activities, deliverables and timelines required to
attain the organization’s goals and objectives.
While BPM technology implementation forms the
core of this roadmap, other factors must be con-
sidered to ensure each step of the transformation
journey has been effectively mapped. These
factors include guidelines and plans for placing
enablers, key functions and governance across
the strategy execution phases detailed below.
EXECUTE PLAN
A strategy is only as good as its execution. Once
the transformation roadmap is defined, the next
step is to identify and involve the right people to
execute the strategy.
At this stage, the actual approach to execution
may change based on the goals and objectives of
the transformation. For instance, in transforming
operational excellence, the execute plan would
require the following, in order:
• Process discovery and analysis.
• Process design.
• Process implementation.
The first two priorities aim to identify gaps in
the chosen process (identified during the assess
phase), model the target (to-be) process and then
determine improvement methods to close these
gaps. But actually implementing the process
would involve a technology implementation.
On the other hand, for digital programs aimed
at transforming the customer experience, more
innovative approaches, such as design thinking or
customer journey mapping, may be adopted. As
previously noted, our accelerator methodology,
based on Lean design thinking, facilitates such
a transformation. The key principle would be to
generate disruptive ideas that enable innovative
customer interactions, then build a prototype to
help derive tangible conclusions on its efficacy.
The next step is selecting the best prototype for
adoption. Thus, the execute phase in a transfor-
mation program aims at actual implementation
of the tangible solution conceptualized during
the define, assess and target phases.

SUSTAIN AT TARGET LEVELS
While attaining a desired level is important,
equally important is the need to sustain and grow.
Sustenance involves continuous measurement
of the outcome of transformation in order to
define next steps. For transformation programs
centered on operational excellence, continuous
measurement of process metrics using monitor
and optimize functions works best. The goals
identified in the define phase are periodically
measured to derive insights on the effectiveness
of the transformation. Any deviation(s) from
expected improvements are taken up for further
analysis and assessment. This process is there-
fore continuous, which is essential to ensure its
effectiveness.
However, for customer experience transforma-
tion programs, the scale phase continues at this
stage to support continuous process change, fol-
lowed by a continuous ideation process for better
outcomes. This ensures that solutions built or
designed during the execute phase are enhanced
and extended to meet larger organizational goals.
LOOKING FORWARD
With disruptive technology and continuously
changing customer expectations, digital trans-
formation is an ongoing journey that is no longer
optional for organizations. However, every
business is different and may call for different
approach(es) to meet their desired objectives,
requiring a specific and tailored transformation
roadmap. To achieve a successful BPM-led trans-
formation, organizations must:
• Set the right goals aligned with the value that
needs to be delivered to its customers.
• Assess the organization’s current state of
maturity and capability objectively, using
proven tools and best practices.
• Define the right transformation roadmap
driven by attainable goals, the organization’s
inherent strengths and its priorities.
• Accelerate and sustain the transformation
using the right set of tools, frameworks,
enablers and support functions built around
transformation objectives; followed by con-
stant re-skilling, rethinking and review of
strategy, blueprint and roadmap.
A proven and recommended approach for those
organizations that have embarked or are plan-
ning to embark on transformation journeys is to
ideate, start small, evaluate the results and scale
up at enterprise level based on lessons learned and
changing market demands. By adopting our top-
down approach and DATES methodology, and by
leveraging associated proprietary tools and frame-
works, our clients have reaped significant business
benefits by following well-articulated, goal-driven
digital transformation roadmaps fostering agility.
For transformation programs centered on
operational excellence, continuous measure-
ment of process metrics using monitor and
optimize functions works best.

Prodyot Biswas
Associate Director,
Integrated Process
Management
Srimayee Majumdar
Senior Manager,
Integrated Process
Management
Prodyot Biswas is an Associate Director within Cognizant’s Enter-
prise Applications Services’ Integrated Process Management (IPM)
Consulting Practice, responsible for BPM consulting. He has 17 years
of experience at global consulting organizations advising clients
across the world in large-scale enterprise-level business process
transformation and process optimization initiatives across indus-
tries such as insurance, healthcare, consumer packaged goods and
manufacturing. Prodyot possesses extensive experience in BPM/
CRM strategy and roadmap formulation, in establishing BPM/CRM
centers of excellence, BPM/CRM implementation, business analysis
etc. He is a graduate in computer engineering from National Insti-
tute of Technology, Kurukshetra (India) and received an M.B.A. from
Indian Institute of Technology, Kharagpur (India). Prodyot can be
reached at Prodyot.Biswas@cognizant.com | https://www.linkedin.
com/in/prodyot.
Srimayee Majumdar is a Senior Manager within Cognizant’s Enter-
prise Applications Services’ Integrated Process Management (IPM)
Consulting Practice. She has nearly 13 years of consulting experi-
ence and is involved in a variety of consulting assignments primarily
in the areas of business process improvement, change management
and digital transformation. Srimayee is a computer science gradu-
ate with an M.B.A. from Indian Institute of Management, Calcutta
(India). She can be reached at Srimayee.Majumdar@cognizant.com
| https://in.linkedin.com/in/srimayee-majumdar-25364417.
ABOUT THE AUTHORS
FOOTNOTE
1 www.progress.com/docs/default-source/default-document-library/landing-pages/dach/ebook_digitaltransformation_final.
pdf?sfvrsn=2.

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