What We Believe
We believe processes are absolutely essential to how companies are run. A process can be defined as “a series of actions or operations conducing to an end.” As a company, if we do not define the processes and outcomes for how our company will meet the needs of our customers, whether they be internal or external, the end result will be chaos, bad outcomes, and ultimately bankruptcy. We believe this not only for our company, but for any company in a market driven economy. We believe this is as fundamental to business as gravity is to the universe. Maybe someday, the way businesses are run will change enough that process won’t be fundamental, but that day has not arrived yet, and we don’t see this changing for the foreseeable future.
Process encompasses any method, technology, or philosophy which will allow the outcomes from our efforts to produce the best result for the consumer of that outcome. This includes rules, events, step by step processes, ad-hoc/dynamic processes (Case), and the tasks necessary as part of our efforts, whether they be human, bot (RPA), or system centric. This is fundamental and falls outside of any particular flavor, notation or discipline (e.g. BPM, BPMN, Lean, Design Thinking, etc.); although process is very much integral to any of these disciplines, and many other disciplines.
We also believe processes, and the constituent parts that make up those processes, can be more easily managed, and much more effective and agile, if they are visible and easily changed. This visibility and ease of change applies not only for the overall process, but for the rules, events, tasks, and connections to systems which make up the overall process. If processes, and their constituent components, are visible and easily managed, this makes the running of a business that much easier. It also allows for agility in the face of the frenetic pace of business disruption today. If we allow processes to be visible and easily managed, we can in fact then achieve Salient’s overall purpose as a company which is to enable organizations for higher level thinking. If we as organizations can be assured our processes are running smoothly and as desired most of the time, we are much more capable of thinking of the bigger picture and generating the ideas which can reinvent our businesses to allow us to not only keep up with, but stay ahead of, the frenetic pace of business disruption
When we think about our business, we could certainly start by defining a bunch of rules and events. The issue becomes when to “execute” these rules, and what to do when events happen? Rules by themselves cannot help a business run because there is no context in which they will be adhered to. When does the rule happen, how is it adhered to, what happens after the rule is executed? Rules need process surrounding them. Events are random and can occur at any point. There are some events we can predict, and others we cannot. For those we can predict and be prepared for, the preparation usually involves having some sort of actions which respond to the event. In fact, it is quite evident once an event occurs we need “a series of actions or operations conducing to an end,” in other words a process. In our opinion, process encompasses rules and events.
Thus, our fundamental belief, and the fundamental basis for Salient to exist as a company, is we believe Process is a non-arguable and fundamental part of business, and great processes are part of what makes up a great company. Processes exist regardless of whether they are good, bad, or great, and also exist regardless of what methodology or discipline is used to define them. We, as a company, are in business to make those processes more effective, efficient, visible, and agile. In fact, we are in business to make processes great. Through this, we enable organizations for higher level thinking.
Who We Are
Salient Process was established in Sacramento, CA in November of 2011. The company started in the Founder’s guest house, and has since moved offices twice in order to accommodate very strong growth. While our roots are in Business Process Management, we also have industry leaders and a well-developed practice for Decision Management. We deeply believe in the transformative power of Process and Decision Management, and as long as there are companies out there who need our help, we will continue to innovate in these areas, and apply these disciplines to running Salient Process.
Meet Our Leadership Team
Brian is a Certified Business Process Management Professional (CBPMP) with 25 years of experience. He has a great passion for the practice of BPM and loves enabling companies to achieve the promise of BPM. Before founding Salient Process, he assumed various key roles at Intel and Lombardi.
Ajay has worked with OMG on BPMN Model Interchange Working Group to test interoperability of BPM versions. He is a platinum contributor to CMU’s Software Engineering Information Repository. As a member of the IBM Advocacy Council, he represents the customers to help shape the future of BPM.
Eric is the author, designer, and co-implementer of many successful frameworks, products, solutions, technical publications, and certification programs for cross-industry Fortune 500 organizations over the past 20 years. He is a trusted principal and active partner for numerous Advisory Councils, Development Groups, and platform Design Programs related to BPM and ODM for IBM.
Jared is recognized around the world as an expert in the field of Decision Management. As the leader of Salient’s Decision Management practice, Jared ensures that each and every one of his clients achieves real business value from the technology and recognizes its true potential. He graduated from Cornell University with a degree in Operations Research and Industrial Engineering.