Upcoming SlideShare
Loading in...5







Total Views
Views on SlideShare
Embed Views



0 Embeds 0

No embeds



Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment


  • BPM: A PRACTICAL WAY TO IMPROVE BUSINESS PROCESSES White Paper Atos Origin’s vision on Business Process Management
  • content ExEcutivE summary 3 BPm: oPtimal, flExiBlE and transParEnt oPErations 4 BusinEss ProcEss managEmEnt in PracticE 5 BPm in rElation to othEr mEthodologiEs 10 imPact of BPm on thE organization 13 BPm roadmaP: think Big, start small, scalE quickly 14 BPm suitEs and suPPliErs 16 atos origin’s BPm sErvicEs 18 2
  • executive summary The term business process management (BPM) unites developments in areas such as workflow management, application integration and process redesign, which used to be regarded as sepa- rate. This uniting and today’s technological possibilities for implementing BPM provide organiza- tions with new opportunities that were not available with the individual forerunners of BPM: > optimization of business processes; > flexibility when changing business processes; > improving the transparency of operations. BPM enables operations to focus on customers by centralizing business processes indepen- dently of an organization’s existing departmental structure. BPM describes business processes in models and executes the processes on the basis of these models. This allows the execution of processes to be measured. Comparing the results with predefined norms reveals how they can be optimized. As processes are executed automatically and precisely according to the model, it becomes easier to report on the compliance with a variety of regulations. BPM forms an ideal combination with a service oriented architecture (SOA), the standardization and reuse of services and processes creating economies of scale and greater flexibility. New process chains can be easily created by linking and integrating existing processes. The use of services allows the underlying applications to be decoupled from the business processes, so that modifications to these processes do not necessarily entail changes to the corresponding applica- tions. The implementation of BPM has implications for the way an organization conducts business operations, as well as for its IT. This means it requires a BPM roadmap specifically prepared for the organization and based on company strategy and maturity, incorporating the consequences for the organization and a change management approach. Although the market for BPM systems and their suppliers is consolidating, the field’s historical background, which has given rise to a variety of IT platforms, means that two such systems might not be comparable. Atos Origin is knowledgeable concerning the leading suppliers in all segments of the market and has formed a partnership with each of them. Atos Origin supplies a full range of BPM services, from strategy definition and execution, to management and operations. It can support organizations with: > restructuring the business along process lines; > designing, modelling, improving and implementing processes; > designing, creating and managing an IT landscape oriented towards processes and services. 3
  • BPm: oPtimal, flexiBile and transParent oPerations In today’s world, a variety of stakeholders place high > By utilizing the insights that BPM provides into busi- demands on companies and other organizations. ness processes, they can be standardized, allowing > Customers expect integrated services so that they their use in multiple situations. Not only does this pro- do not have to endure being sent from one depart- duce economies of scale, and hence cost savings, ment to another, can receive quick and clear as- but also opportunities for creating new processes sistance from whatever channel they request it, and based on existing standardized ones. can obtain information on the status of their orders > Thanks to BPM tooling, the hardcoded business pro- and service requests whenever they want it (business cesses can be extracted from the legacy applications, optimization). making it possible to change business processes or > International competition means constant attention to create new ones without having to modify the cor- profitability, sales and costs (business optimization). responding IT platforms. > The market demands that organizations are able to > By describing processes explicitly in a BPM system, quickly launch new products and services, penetrate it becomes considerably easier to submit official markets and form and dissolve alliances (business reports to those bodies that monitor compliance flexibility). with legislation and agreements. BPM ensures a high > Government bodies and supervisory authorities degree of transparency for operations, thus simplify- require transparency of operations and compliance ing accountability. with national and international regulations (business transparency). Figure 1 shows that the initial benefits provided by BPM are in the form of cost savings – the low-hanging fruit – BPM helps companies and other organizations over- and that more time, experience with BPM and maturity come these complex challenges. on the part of the organization are needed before the > BPM integrates operations through the implementa- flexibility benefits can be realized. As these benefits re- tion of customer-to-customer business processes sult in strategic advantages, their added value is actually that cross the boundaries of business units and the greatest in the long run. departments (process chains). As a result, BPM smoothes and speeds up the transition from a prod- uct-centric to a customer-centric service provision. > BPM makes the business processes explicit, de- fines them in models and automates their execution based on these models. By continuously measuring BPM Implementation Value and analysing the metrics of a process, it can be optimized, resulting in reduced costs, throughput times and stock levels, as well as better services to customers. The computerization of routine business processes leads to lower costs and fewer errors. Improved agility Increased revenue Decreased costs Original profit Time Figure 1 BPM business benefits (source: bpmbasics.com) 4
  • Business Process management in Practice Gartner defines BPM as “a management practice tomers can use different media for communicating with that provides for governance of a business’s process the organization concerning the process: post, email, environment toward the goal of improving agility and web or phone. To fully digitize the process, the required operational performance”. But what does this abstract information is translated as necessary into an electronic definition really mean? This section sets out BPM based form. Business services can also be supplied as web on the BPM approach outlined in the previous section services to the organization’s partners in the business for overcoming the challenges that complex organiza- chain. tions face. The relationship between the various BPM applications continuous ProcEss imProvEmEnt is clarified by presenting all the applications in a single BasEd on hard figurEs model, based on the splitting out of strategic, tactical and operational applications. Explicit definitions and models of business processes, in a standardized language like BPMN1, are the core of BPM. The models are executed by the process engine, customEr-cEntric oPErations through a software module that invokes IT system services or ProcEss oriEntation requests human intervention for the execution of each process step. As the management of a process is fully With BPM, the services provided to customers and computerized, the values of various process metrics the business processes for realizing these services can be obtained (business activity monitoring): execu- are centralized and placed under the responsibility of tion times of process steps, workload at certain points process owners. Each process is separated from the in the process, number of error situations, etc. activities - computerized and manual alike - of the orga- nization’s business units and departments. If a business 1 Business Process Modelling Notation is a standard of the process can be implemented in a generic from, cus- Open Management Group (www.omg.org). Strategic Customer Customer + Tactical Operational Department Department Department Operational Figure 2 BPM applications at different levels Figure 3 BPM places customer-to-customer processes centre stage 5
  • Based on this process intelligence, an operations BusinEss ProcEssEs as sourcE manager can perform adjustments to a process by: of managEmEnt information > deploying extra resources for the execution of manual steps in the process; and Process intelligence is an excellent source of > initiating action for exceptional situations that the standardized management information. This no longer process concerned cannot handle. (An example has to be compiled using complex consolidations of could be failing to resolve a customer’s complaint extracts from databases, but can be derived directly within the allotted time.) from the execution of business processes. Management not only receives strategic reports based on information Process intelligence is also analysed as a way of as- that becomes available, but can also define in advance sessing the process itself and identifying possible im- the key performance indicators (KPIs) necessary for provements (such as performing two controls in parallel validating and monitoring these processes. Accordingly, and, hence, shortening the execution time of a delivery BPM is a mechanism that generates quantitative data process.) from business processes. This data is used to flesh out management strategies such as Lean and Six Sigma, of which continuous process improvement is a key component. As well as reports for senior management, process intel- ligence is a source for the reports required in connection with the compliance with a raft of regulations. Since the execution of the business processes has full computer- ized support and adheres strictly to the process design model, this information provides the maximum possible transparency for business operations. Strategic Design Validation Analysis Monitor KPI KPI Reports Model Tactical Validation Analysis Execution + Tactical Operational Figure 4 Continuous improvement of processes Figure 5 Reporting based on process intelligence 6
  • i think it’s like thAt But this is whAt hAPPens in PrActice... BAsed On the interviews And AssuMPtiOns, yOu’ve gOt tO dO it this wAy! why? thAt’s cOMPletely i tOtAlly ridiculOus disAgree! ?&^$%#(*& BEst PracticE: ProcEss dEsign BasEd on ProcEss intElligEncE, not on assumPtions The principle underlying the approach is that analysing and changing processes should be based on genuine, accurate data, and not on assumptions. In reality, many managers have no insight into the pro- cesses for which they are responsible, because information on these processes is difficult to obtain. The first step on the road to transparency is to implement the existing processes in the BPMS so that their metadata can be collected. This ensures that a correct picture will emerge of the processes in practice. This picture will often differ from the one expected and documented. Reality plays by its own rules, with bottlenecks and delays coming clearly into focus as a process advances. Following a number of improve- ment cycles, the process will have a design that allows it to execute more efficiently and rapidly than was previously thought possible. Figure 6 Assumptions about processes are dangerous 7
  • standardization of BusinEss ProcEssEs flExiBility of ProcEssEs and it systEms If an organization uses BPM to any extent, an analy- Another SOA aspect of BPM is the segregation of sis of business processes and services will reveal that business processes from business logic. As stated some processes and subprocesses can be stan- above, the management of processes is provided by dardized, allowing their use in multiple situations. For the process engine, whereas processes were often example, a process initially specific to a certain business previously hardcoded in the algorithms of the business partner can be made generic and put at the disposal applications. Application functions are now in the form of an entire market. Or the invoicing procedures can be of standardized services invoked for the execution of removed from a number of product-specific delivery ser- process steps. vices and standardized. Not only does the above pro- This type of architecture provides the required flexibility, duce economies of scale, and hence cost savings, but because firstly also makes it possible to create new processes based > the control exercised by the process engine can be on existing standardized ones. The standardization and changed without the need for modification of the reuse of processes and services also falls within the underlying IT systems (for example, if the sequence scope of an SOA. of process steps changes), and secondly > the execution of a process step can be optimized without affecting the output of the process in ques- tion (for example, if a manually executed process step is computerized or the implementation of a service is optimized without the need for changes to the corresponding service contract). Operational + Figure 7 Process management segregated from execution of process steps 8
  • corE ElEmEnts of BPm Broadly speaking, the core elements of BPM are: > customer-centric business operations through process orientation; > explicit descriptions of process flows in the form of models; > process intelligence used for measuring the KPIs of business operations; > management discipline to use process intelligence for continuously optimizing business processes; and > computerized support for the execution of business processes. Strategic KPI Reports Design Validation Analysis Monitor Model Tactical Execution + Customer Customer Operational Department Department Department Figure 8 The relationship between BPM applications at the strategic, tactical and operational levels 9
  • BPm in relation to other methodologies BPm: thE convErgEncE of Existing BPm as thE starting Point mEthodologiEs for nEw dEvEloPmEnts Although BPM provides revolutionary opportunities, Although BPM has its roots in the past, it provides not everything about it is new. Almost all the advanta- opportunities for the application of innovations such ges of BPM have been available under another name. as business rules management or real-time process The power of BPM therefore derives mainly from the simulations and analyses. convergence of business and IT disciplines that were previously approached in isolation from each other. These separate disciplines have converged in terms of the objectives they try to achieve, approach, supporting technology and management governance. 1 1. Making business operations process or customer Process Centric centric, sometimes a spinoff from business process Organization reengineering (BPR). 6 2 2. Process quality management methodologies such Enterprise Continuous Content Process as Lean and Six Sigma for continuous process Management Improvement improvement. 3. Corporate performance management as a way of monitoring a company’s strategy. Business Process Management 4. Enterprise application integration (EAI): computeriza- tion of the message streams between the applications 3 that carry out the various parts of a business process. 5 Corporate Work Flow 5. Workflow management (WFM): the computerized Performance Management Management support of operating processes, often in the form of document flows with staging posts at the people who 4 carry out the process steps. Enterprise Application Integration 6. Enterprise content management (ECM): the digitiza- tion of business information and the management of electronic folders. Figure 9 BPM, the convergence of different methodologies. 10
  • how BPm and soa rEinforcE Each othEr The BPM approach has a bias towards business objectives that are more tangible, such as shorter On page 8, SOA was mentioned in connection with lead times, compliance with statutory requirements, certain features of BPM (standardization and reuse of improvements in the quality of business processes, processes, and the segregation of processes from and reductions in downtime. applications). SOA reinforces BPM as regards the realization of flex- To understand how SOA and BPM reinforce each other, ibility. Without services as the future-proof elements of a proper understanding is needed of their differences the business and IT landscapes, the flexibility of BPM and the realization of the objectives they are intended to can reach no further than changes in the control logic of support. business processes. Changes in the definitions of pro- > SOA is essentially a style of architecture, a method for cess steps by themselves lead immediately to changes building and implementing organizational and techni- in IT systems, because computerized process steps cal systems, characterized by design principles such are linked directly to applications, technically as well as modularity, loose coupling and standardization. as functionally3. In the absence of standardization and The principle idea behind SOA is the management of reuse of services and processes, BPM can lead to local system complexity to raise the level of flexibility and suboptimization. adaptability2. In this context, BPM solutions seam- lessly fit an SOA environment (see textbox below). BPM reinforces SOA through its focus on tangible busi- > As explained in the previous section, BPM is a ness solutions. Two benefits of this are the prevention management approach or discipline focusing on the of SOA projects remaining IT exercises and the facilita- improvement of business processes (as regards their tion of business involvement in the defining of corporate design, implementation and execution). services and the making of agreements on terminology. ... and BPM … and no BPM SOA … > well-defined demarcation of processes by > difficult to interest the business; means of services; > risk of too much focus on technology; > enterprise architecture approach for > few short-term business benefits; broad-based governance > standardization on a single environment for process management, service management and integration; No SOA … > risk of focus on short-term success in specific business processes; > very limited flexibility > without an enterprise architecture foundation, BPM is just another process silo; Figure 10 Benefits of a BPM-SOA combination 2 Service Oriented Architecture beyond the hype - Atos Origin vision on SOA (white paper), Huub Bakker et al., version 1.0, 20-11-2007. 3 If an SOA is subsequently implemented as a result of defining a service for each process step, this will not produce a functional decoupling. Services are not the same as process steps! 11
  • BPm, convErgEntiE van vErschillEndE 1. Proces of klant georiënteerd inrichten van de bed- BEstaandE ondErwErPEn rijfsvoering, soms als resultaat van Business Process Reengineering (BPR) activiteiten. Hoewel BPM revolutionaire mogelijkheden biedt, is Process Service Proces kwaliteit management aanpakken zoals Lean niet 2. SOA alles nieuw. Vrijwel alle onderdelen van BPM zijn eerder en Six Sigma voor continue procesverbeteringen. onder andere namen naar voren gebracht. De kracht 3. Corporate Performance Management als aanpak om van BPM komt dan ook vooral uit de convergentie Business Process strategie van een onderneming te monitoren. van de bedrijfskundige- en IT-disciplines die in het verleden 4. Enterprise Application Integration (EAI); automatiser- BPM Process Step Process Step gescheiden werden benaderd. Deze onderwerpen ing van de stroming van berichten tussen applicaties die zijn naar elkaar toegegroeid in termen van te bereiken stukken van het bedrijfsproces uitvoeren. doelstellingen, aan pak, ondersteunende technologie en 5. Workflow Management (WFM); de geautomatiseerde besturing door het management. ondersteuning van operationele processen, vaak in de Core Business Service Core Business Service SOA vorm van de stroming van documenten langs mensen die stappen in het proces uitvoeren. 6. Enterprise Content Management (ECM); het digital- Service Orchestration iseren van bedrijfsinformatie en het beheren van digitale Step Step dossiers. Technical Integration Basic Service Basic Service Software Software Software Component Component Component BPm solutions sEamlEssly fit an soa EnvironmEnt The architecture of a BPM solution is characterized by the explicit segregation of the control logic of business processes from the execution of their individual process steps. The controll of business processes is carried out by a BPMS, based on the process models. Services are invoked for the execution of process steps, meaning that a process uses a service. The completion of a business process also represents the provision of a service, since it can be described in terms of the inputs and triggers to initiate the process and the outcome of the process. Hence, a business process also realizes a service. This occurs at various detailed levels of the architecture. Services define the exterior of the system, processes the interior. The figure below shows services and processes at a number of detailed levels. BPM operates at the highest level, where processes and process steps are meaningful to the business. SOA is also involved at the business level, not with a focus on processes, but on business services. At the service orchestration level, the purpose of the processing algorithm is to combine the services output from different software modules into a service meaningful to the business. Service orchestration is mainly a technical integration issue, outside the scope of BPM and SOA. Figure 11 Processes both use and output services 12
  • imPact of BPm on the organization oPErating ProcEssEs alignmEnt of BusinEss and it Because BPM brings changes to operating processes The combination of BPM and a services-based architec- in its wake, some jobs will disappear, some will change ture creates the opportunity for simplifying the alignment and new ones will be created. For example, the person of business and IT4 . Until very recently, there was a wide who delivers mail internally will give way to an automat- gap between the requirements business wanted satisfied ed stream of documents, and the duties of an opera- and the systems that IT departments delivered. The only tions manager concerning the directing and controlling way to bridge this gap was by the time-consuming and of processes will be taken over by the process engine. error-prone documentation of the business needs, fol- As a result, the role of an operations manager will be- lowed by their translation into concepts that made sense come more interesting in that it will move to the tactical to an IT department. level (HR-management, quality control, etc.). Employees might fear that the introduction of BPM will mean the BPM and SOA provide business and IT with a common loss of jobs and more supervision of their work, given language and coding system, so that alignment becomes that BPM allows deeper insight into all kinds of process simpler and more precise. The services with their stan- information. It is important to prepare for this fear and dardized semantics (actual meanings) are the words and the resulting resistance when introducing BPM into an the architecture is the grammar of that language. BPM organization. gives the business control over the use of services in its business processes, allowing the IT function to concen- Fortunately, BPM is ideal for implementing changes to trate on the application software and technology for the processes and organizations iteratively. This represents implementation of the computerized services. Accordingly, a fundamental difference between BPM and BPR, a discussions about harmonization need only concern the management methodology popular in the 1990s involv- definition of services. ing an almost revolutionary approach to changing out- of-the-box processes. By opting for BPM, an organiza- tion puts a lot more emphasis on gradual change. As indicated above, BPM entails a shift of manage- ment’s attention from the day-to-day control of operat- ing processes to matters with a higher tactical content: > resolving situations that prove to be outside the scope of standard processes; > giving consideration to process improvements based on process intelligence that BPM presents. Apart from managers, employees have an important part to play here of course. The impact of BPM on an organization depends largely on how it is implemented. 4 This also applies to the harmonization and collaboration between business departments or business partners. 13
  • BPm roadmaP: think Big, start small, scale quickly BPM is not something you buy or build. It is a manage- PlatEau Planning By thE clovErlEaf mEthod ment discipline that an organization has to adopt. The introduction and use of BPM is not a one-off project The BPM roadmap is based on plateau planning, an therefore, but a process requiring a roadmap for its approach that allows adjustments to the implementation complete, phased and planned implementation. BPM process because of changes in the focus and priorities is not a universal solution, but rather an approach to of the organization or experience with plateaus already be applied in a variety of areas at strategic, tactical and established. For plateau planning, Atos Origin uses its operational levels, as described in the previous section. proven cloverleaf method, which is oriented towards The BPM roadmap lays out the priorities and op- creating a comprehensive plan for each plateau. The tions concerning the application that is suitable for the method considers the four leaves - organization in question. Accordingly, it is specific to an > management and organization, organization. > processes and services, > IT systems and infrastructure An organization’s BPM roadmap cannot exist in isola- > people and culture tion, but needs to be integrated into the standard plan- in combination. This balanced method is ideal for BPM, ning cycle of the business, for the simple reason that because this has a broad sweep that takes in organiza- BPM is not an end in itself. tional, process-related and technological aspects. Management & Organization Performance IT systems & Processes & Services IT Infrastructure People & Culture Figure 12 Cloverleaf method for plateau planning 14
  • Each plateau comprises several projects managed us- Maturity models are used during the assessment study ing a programme structure. The projects might concern as tools for analysing the maturity of the organization the application of BPM to a specific business process or from different standpoints, mainly, though, to perform a the implementation of BPM itself, such as the selection reality check on the definition of the first plateau. These of a BPM tool, training of management and employees, models do not provide the guiding principles for prepar- putting the governance of processes in place, or em- ing a BPM roadmap, only the limiting conditions. bedding BPM in the employee participation structure. A complete business case is also drawn up for each plateau. diffErEnt imPlEmEntation stratEgiEs As stated, BPM implementation strategies differ from BPm roadmaP assEssmEnt study case to case. BPM is sometimes implemented using an architecture-driven approach, in combination with Atos Origin develops the BPM roadmap for an organiza- an SOA for example. In other situations, BPM is the tion as part of an assessment study in which: vehicle for implementing Six Sigma quality enhancement > the business and IT visions and strategies are programmes. And in yet others, BPM is introduced as included; an extension to the implementation of workflow and > the existing situation as regards processes, manage- document management. ment, governance and IT systems is documented; > an outline is produced of the long-term business and IT architectures; > a BPM vision and implementation strategy is devel- oped, taking into account the organization’s change style and capacity; > an outline plateau plan is made, including an evalua- tion of whether the BPM roadmap can or should be integrated with other business and/or IT programmes, such as those for the adoption of an SOA; > the first plateau is defined and planned in detail, and > a sound business case is prepared for the first plateau. 15
  • BPm suites and suPPliers Although BPM is not itself an IT application, the use of a > composite applications – commonly known as busi- computer system for BPM (BPMS) is essential. A com- ness services – the module that provides computer- prehensive BPMS includes the following components: ized functions in the form of services that can be > the process designer – which a business analyst uses invoked by business processes; to model and simulate processes (employing BPMN > knowledge management – which allows employ- for example) ees to share tasks, content and documents among > the process engine – which executes process flows groups and teams; (written in BPEL or BPML for example), with manual > document management – that enables electronic tasks being delivered to the intrays of employees and documents, images and other files to be stored in calls being issued to services in the case of comput- folders and managed; erized steps. > tools that facilitate cross-departmental collaboration – > the business rules engine – which holds the defini- such as forums and bulletin boards; tions of business rules, including the conditions > a business analysis function – that provides reports governing their application; and dashboards from which managers can identify > a process analysis function – also referred to as issues, trends and opportunities; business activity monitoring (BAM) – that provides > a portal – that functions as a communal, personalized continuous feedback on the status of processes; user environment giving access to the above tools. Portal tent Colla Con gement bor atio ana m n Process analyticus gem e t mana ledg en ess engine Bus lytics Proc ana Know iness Process Designer Rule s engine Com ns posit atio e Process Applic Figure 13 Components of a BPMS. Source: Gartner 16
  • As stated on page 13, BPM arose from the merger of various methodologies, including WFM, ECM and EAI. As suppliers of BPMS products often have a back- ground in one of the original areas, the stronger func- tions of their products reflect this. Thanks to ongoing development, as well as mergers and acquisitions in this market, the scope of BPMS suites has expanded further. In practical terms, however, the integration of different components united in a suite under a single logo is not always optimal. With the backgrounds as a framework, Forrester divides the market for BPMS products into three segments: ‘human centric’, ‘document centric’ and ‘integration centric’. Atos Origin is knowledgeable concerning the leading suppliers in all three segments and has formed a partnership with each of them. > IBM > TIBCO > FileNet > Global 360 > Oracle > SAP > Cordys > JBoss > EMC2 > ARIS Platform > Microsoft Figure 14 Atos Origin’s partnerships with BPMS suppliers 17
  • atos origin’s BPm services Under its Consult-Build-Operate concept, Atos Origin > Business process provisioning – execution of busi- provides services for all parts of the BPM life cycle, from ness processes by Atos Origin, such as in the form of strategy definition and transformation, to the leverag- payment services that Atos Worldline provides; ing of BPM solutions. The BPM services relate to the > Process modelling & design – the design, modelling, business structuring provided by Atos Consulting and simulation and validation of processes; to the technology required for BPM. The diagram below > Process monitoring & analysis – set up and execution shows the BPM portfolio of Atos Origin. of monitoring and analysis, based on KPIs, manage- ment reports, etc.; Atos Origin’s BPM services stand on a foundation built > IT landscape process enabling & integration - trans- from generic enterprise architecture, IT governance and formation of the IT landscape, for example, to a change management services. They comprise: service-centric architecture, including integration of > BPM strategy – services for developing a BPM the IT systems and the business processes; strategy and roadmap that cover the entire range of > Process support & IT execution - provision of IT sup- business and IT operations, including the support- port for business processes, including management ing business case, creation of acceptance within the and maintenance of IT systems. organization, etc.; > Process centric organization – services that focus on making an organization process-centric and customer-centric, and on the change management, enterprise architecture and other resources needed to effect this; Consult Build Operate Business Business Process Process centric organization Provisioning Architecture & Governance Process modeling & design Process monitoring & analysis Information Services BPM strategy Information IT landscape process enabling Technology Process support & IT execution & integration Figure 15 Atos Origin’s BPM services portfolio 18
  • aBout atos origin Atos Origin is an international information technology services company. Its business is turning client vision into results through the application of consulting, systems integration and managed operations. The company’s annual revenues are EUR 5.8 billion and it employs 50,000 people in 40 countries. Atos Origin is the Worldwide Information Technology Partner for the Olympic Games and has a client base of international blue-chip companies across all sectors. Atos Origin is quot- ed on the Paris Eurolist Market and trades as Atos Origin, Atos Worldline and Atos Consulting. 19
  • Atos Origin Corporate Village Da Vincilaan 5 B-1930 Zaventem Belgium © 2008 Atos Origin. Atos, Atos and fish symbol, Atos Origin and fish symbol, Atos Consulting, and the fish symbol itself are registered trademarks of Atos Origin SA. November 2008. 20