IBPM

About Us

Our orga­ni­za­tion boasts a long his­to­ry of suc­cess­ful Triple Helix col­lab­o­ra­tions. A prime exam­ple is our pio­neer­ing 2002 project, a fea­si­bil­i­ty study for a sus­tain­abil­i­ty bank in Noord-Bra­bant. This col­lab­o­ra­tive effort, involv­ing Rabobank, CE Delft, and the Insti­tute for Applied Envi­ron­men­tal Eco­nom­ics, aimed to iden­ti­fy and assess viable sus­tain­able tech­nolo­gies and ini­tia­tives suit­able for fund­ing by the pro­posed finan­cial insti­tu­tion.

Fur­ther­more, we active­ly par­tic­i­pate in NESTEQ.NL and main­tain a strong col­lab­o­ra­tive rela­tion­ship with Mil­Vi­sion, focus­ing our joint efforts on advanc­ing the devel­op­ment and imple­men­ta­tion of a thriv­ing bio-based econ­o­my

Our com­pa­ny name, IBPM, rep­re­sents Inno­va­tion Busi­ness Process Man­age­ment. The acronym encap­su­lates our pri­ma­ry approach and activ­i­ties.

Our com­pa­ny name, IBPM, stands for Inno­va­tion Busi­ness Process Man­age­ment. This acronym reflects our core approach and activ­i­ties.

Here’s the back­ground and mean­ing.
From Tay­lorism to Process Ori­en­ta­tion: Tra­di­tion­al work orga­ni­za­tion, root­ed in Tay­lorism, focus­es on break­ing down tasks into small­er units for effi­cien­cy. How­ev­er, this can lead to frag­men­ta­tion. Process ori­en­ta­tion empha­sizes the inter­con­nect­ed­ness of activ­i­ties towards a larg­er goal.

Defin­ing Busi­ness Process­es and BPM: A busi­ness process is a set of coor­di­nat­ed activ­i­ties work­ing towards a spe­cif­ic goal. Busi­ness Process Man­age­ment (BPM) involves design­ing, admin­is­ter­ing, and ana­lyz­ing these process­es, enabling improve­ment and effi­cient exe­cu­tion.

Inno­va­tion as a Busi­ness Process: Inno­va­tion can be viewed as a busi­ness process, involv­ing a series of activ­i­ties that can be man­aged and opti­mized. It includes the emer­gence and dif­fu­sion of knowl­edge, trans­lat­ing it into new prod­ucts and process­es.

The Com­plex­i­ty of Inno­va­tion: Inno­va­tion is a dynam­ic process with feed­back loops and inter­ac­tions between var­i­ous actors. It requires a col­lab­o­ra­tive approach, as firms sel­dom inno­vate in iso­la­tion.

The Col­lab­o­ra­tive Nature of Inno­va­tion: Com­pa­nies often engage with exter­nal part­ners like sup­pli­ers, cus­tomers, uni­ver­si­ties, and gov­ern­ment bod­ies. These col­lab­o­ra­tions are essen­tial for access­ing and exchang­ing knowl­edge and resources.

Inte­grat­ing Inno­va­tion with BPM: Orga­ni­za­tions can apply BPM prin­ci­ples to man­age and improve their inno­va­tion efforts by:
- Map­ping the inno­va­tion process
- Estab­lish­ing met­rics and KPIs
- Opti­miz­ing the process
- Fos­ter­ing col­lab­o­ra­tion
- Lever­ag­ing tech­nol­o­gy

This approach helps in man­ag­ing and enhanc­ing inno­va­tion with­in orga­ni­za­tions.

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