This is a time of introspection; a time to look inside of our individual operations to find the next big thing. This article attempts to help sort, prioritize and plan for those “big things.” Unless you are a CFO, the idea of business process improvements (BPIs) may make your eyes roll back, and you would never associate the words “next best thing” to “business process improvements.” While admittedly BPIs are not as exciting as a new clubhouse or wine locker initiative, or even a new menu item or case of wine, they provide the financial and human capital required for all membership initiatives. BPIs can increase resources to the capital improvement plan, year after year.
Identifying, prioritizing, and planning BPIs is not an easy task and requires analysis and internal collaboration between the executive team, the operations team, the Board and Committees. Historically BPIs have been completed ad hoc, as needed, as compared to strategically planned and mapped. This frequently resulted in a collection of automation services that are not connected, integrated, supported, managed, and aligned. For example, an inventory management system that is not connected to vendor ordering and receiving requires time-consuming manual data input. Or an invoice management system is put into place that is not connected to 3-way matching automation. While each stand-alone BPI solution is valuable, when they are not all connected in a single “Marketplace” the solution is not optimized.
There are several important variables to consider when developing your plan:
BPI Automation will save time and money and should be planned. We encourage every club to develop a 3-5 year plan to automate in order to optimize operational performance. After all, a journey without a map rarely provides the best route.