Neomind

Author: Mauro Renato Morais

  • User Experience (UX) Applied to Management Systems

    User Experience (UX) Applied to Management Systems

    The term User Experience (UX) emerged in the 1990s and has since gained significant prominence, especially in recent years. It relates to the entire experience of an individual with a company, product, or service.

    With this in mind, UX is seen as a discipline responsible for providing satisfactory experiences and ultimately winning over users. To work in this field, professionals, namely UX designers, must understand the needs, desires, behaviors, and limitations of users as they design products and services that promote good experiences more effectively.

    Thus, User Experience uses collaborative processes by involving users in projects and an interactive approach through evaluative tests and constant adjustments. The goal is to create successful solutions and meet customer needs and expectations.

    UX goes beyond usability, considering not only the received experience from direct interaction but also the entire relationship cycle at every touchpoint an individual has with a company, product, or service. The point of sale, ease of purchase, received emails, and, of course, product usage are examples of factors that provide experiences to people, whether positive or negative.

    In the current market, providing good experiences to users has become essential. In addition to functionality, individuals seek products that add meaningful personal experiences. This approach is considered one of the main pillars for digital transformation in organizations.

    Okay, but how does UX apply to management systems?

    When we talk about management systems, the UX approach is essential for the success of these tools. As mentioned, a product that is only functional does not succeed because the market is more demanding. The tool may be very efficient, but it will be of little use if it is not easy to use and does not adapt to the customer’s needs. Good experiences are crucial in the decision-making process for purchasing a system. Therefore, understanding your users is fundamental!

    It is important to note that management systems tend to have a vast number of users with different profiles. Designing this type of product is a challenge because it is necessary to think holistically about the most diverse users.

    The most efficient way to understand their needs, expectations, and limitations is to include them during the project, as the user is the greatest expert in their activities and can better clarify their real needs. Direct contact with customers and their inclusion in project stages result in significant inputs, enhancing the product for each user.

    When we talk about user experience in a digital tool, the interface is one of the main factors to be analyzed since it is the direct contact of the user with the platform. A good interface motivates the user to interact with the system intuitively, assisting them in their tasks and goals in the tool.

    However, the user experience depends not only on the interface. Therefore, it is also the role of UX to understand how the user will navigate and interact with the tool, enhancing performance and continuously improving the user’s indirect touchpoints with the product.

    A UX-focused professional needs to think strategically and align user needs with business objectives, understand the market and competitors, always keeping in mind the optimization of customer results.

    With that said, prioritizing user experience in management systems ensures numerous advantages, such as reducing adaptation time and facilitating people’s understanding and learning of the tool. This allows for faster use and higher data processing quality by users, optimizing time and requiring less cognitive effort.

    In this way, the user spends more time on productive activities instead of wasting time figuring out how to use the tool. Also, a user-centric system reduces human errors through smooth interaction and clear messages.

    Why does this approach assist in implementing BPMS?

    Implementing enterprise management systems, such as a BPMS tool, requires changes, and they are not always easily accepted. I would even dare to say that the biggest obstacle to implementing these platforms is in fact the cultural shock, as changes in daily tasks are not always well received by employees.

    Following this reasoning, a product focused on users and providing good experiences is crucial to the success of the implementation. An easy to use and understand, visually pleasing tool, designed for the user’s real needs, is much easier to be adopted by employees, resulting in more immediate acceptance and greater customer satisfaction and retention.

    That’s why, when choosing a management system for a company, one should choose a product that has a strong User Experience approach. Fusion Platform, our information management solution, is developed with a focus on the user and is constantly undergoing improvement. All of this to deliver the best experiences, accelerate employee adoption, and bring immediate results to our customers. Want to know more about our solutions? Visit our website.

  • Organizational Culture and BPM: understanding their relationship

    Organizational Culture and BPM: understanding their relationship

    A strong organizational culture enables a company to achieve its goals and to keep in line with its mission. It serves as a guide, referring to all the different characteristics and components of its business. It is intended not only to differentiate it from its competitors but also to improve communication between its members and other stakeholders.

    To immerse ourselves in this topic, it is very important to understand the real meaning of the concept of Organizational Culture and the importance of the alignment between Business Process Management (BPM) and corporate culture.

    What is Organizational Culture?

    Also known as Corporate Culture, Organizational Culture can be understood as a set of norms, laws, values, and beliefs shared by the members of a given organization. It manifests itself in company policies and affects the experience of those who interact with the company, such as a customer’s buying experience or a supplier’s collaboration.

    In a way, organizational culture has to do with the overall lifestyle of the corporation. In practice, we can say that it is the way in which the organization’s values are disseminated, absorbed, and propagated by employees to society as a whole.

    Every organization develops and maintains a unique culture, which provides guidelines and boundaries for its members’ behavior. This means that two companies can develop the same products or offer the same services and can have the same target audience, but never the same culture.

    Organizations that have a strong organizational culture, besides attracting talent, are also capable of having a higher rate of employee retention. A people-oriented culture, for example, helps improve engagement, provides a unique employee experience, and makes employees feel more connected.

    To give you a better understanding, some elements of organizational culture include:

    • Vision, mission, values, and beliefs;
    • Policies, methods, standards, and procedures;
    • Incentives and reward systems;
    • Risk tolerance (high or low);
    • Code of ethics and conduct;
    • Work environment.

    What is the importance of associating Organizational Culture with Process Management (BPM)?

    There are several types of company profiles: conservative, innovative, daring, etc. First of all, paradigms must be broken, because in most cases the characteristics, decisions, requirements, methodologies, etc, are based on the owner’s, director’s, or others’ profiles. This means that for each reality it should be evident with concrete data that it is possible to change the culture, and manage your business processes through management tools, without hurting the pillars and characteristics experienced on a daily basis.

    When a process is aligned with the organizational culture, implementation is facilitated and it is very likely that it will have a high success rate compared to processes that conflict with the company’s culture. Moreover, understanding the culture and its relationship with process management helps organizations identify which processes are actually relevant and which can be executed in the future or even discarded.

    The way an employee sees his role in a process – and his function in the company as a whole – can be considered a key aspect of organizational culture. In turn, a company’s structure and processes can be shaped by its own culture.

    In general, an organizational culture that incorporates process management enables processes to be aligned with corporate strategies, ensuring that business objectives are met. Additionally, when this alignment is there, processes tend to meet customer expectations and stay within budget.

    In conclusion

    We have to seek a full understanding of the Organizational Culture of the company always aiming to establish the best way to assist and conduct the implementation of a BPM tool that will enhance its results in all aspects, financial, organizational, productive, technical, etc.

    To learn more about Process Management, check our article Want to optimize the execution of your company’s activities? Learn about Process Standardization, which describes the management methodology for optimizing processes, and also What is Process Management (BPM) and what are its benefits, which describes several benefits and characteristics of BPM.

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