The Challenges of Implementing BPM in an SME: The Guide

Is your company facing complex challenges to optimize its business processes?

Does task management, traceability of actions and automation seem out of reach?

Business Process Management (BPM) offers a powerful solution to transform the way your SME operates.

However, implementing BPM is not without bumps in the road:

• lack of resources,
• resistance to change
• or the complexity of existing processes.

Does this sound familiar?

If so, this guide is designed for you.

Through a clear methodology and precise steps, we will explore how to model your flows, integrate a suitable BPM tool, and make your processes smoother.

We will also address the strategic issues:

• how to improve productivity,
• ensure better collaboration between your teams,
• and measure the impact of BPM on your company using KPIs and performance indicators.

The result?

An SME that is more agile, competitive and ready to face market challenges.

So, ready to discover how implementing BPM can change the way you work?

1) What are the main challenges of implementing BPM in an SME?

Implementing Business Process Management (BPM) in an SME raises several obstacles.

That is why these challenges must be anticipated and well managed to ensure a smooth transition and maximize the benefits of this approach.

a) Lack of human and financial resources

SMEs must cope with limited resources, both in terms of personnel and finances.

These constraints can delay or complicate the conduct of an audit in preparation for a BPM deployment.

1) Budget constraints

Unlike large companies, SMEs often face significant budgetary constraints.

Acquiring and deploying a BPM solution can represent a substantial financial investment.

This includes the cost of software, its maintenance as well as consulting and support services necessary to adapt the solution to the company's needs.

As a result, these constraints can slow down the implementation of appropriate tools, which sometimes leads to choosing less effective or incomplete solutions.

b) Resistance to change

During BPM implementation, resistance to change frequently emerges.

This resistance mainly stems from entrenched work habits and a lack of readiness for digital transformation.

1) A rigid corporate culture

SMEs, due to their smaller size and often family-based structures, have a more traditional corporate culture.

Employees, as well as managers, hold on to established habits and working methods.

They often show reluctance toward the introduction of a new system like BPM.

This reluctance stems from a fear of change, but also from a lack of understanding of the benefits BPM could bring to their daily tasks.

2) Lack of training

The absence of sufficient training creates a barrier to adopting new technologies.

When employees do not have the necessary skills to grasp new tools, they tend to be more reluctant to use them.

This situation amplifies the feeling of resistance, because without educational support, BPM can appear complex or even intimidating.

That is why regular training tailored to each role becomes a necessary lever to ensure a smoother and more gradual transition.

c) The complexity of business processes

In SMEs, business process management often faces complexity linked to a lack of formalization.

This creates additional challenges when it comes to transforming these processes into automated and standardized systems through BPM.

1) Unformalized processes

SMEs frequently operate with informal business processes that have never been clearly documented.

Often, these processes rely mainly on employees' know-how, making them difficult to model or automate.

Without a clear mapping of these processes, it becomes complicated to identify the stages where BPM could bring improvements.

Thus, this lack of formalization can lead to time losses, as it becomes harder to spot bottlenecks or redundancies.

2) Increasing operational complexity

As the SME grows, the variety and volume of tasks to manage increase.

Consequently, the modeling of these processes becomes more complex due to the diversity of operations, different roles and sometimes non-linear workflows.

Automating a set of heterogeneous and dynamic operations requires deep reflection and suitable tools.

This complexity demands analysis and structuring efforts to streamline processes without sacrificing the flexibility necessary for a small company.

2) How does BPM improve SMEs' business processes?

Automating business processes within an SME is one of the main levers to optimize daily operations.

It not only speeds things up but also allows efforts to be focused on activities with higher added value.

a) Automation and process optimization

1) Reducing repetitive tasks

Manual processes often include repetitive tasks that consume a large portion of employees' time without bringing much value.

Thanks to automation, these tasks can be carried out autonomously, freeing up time for collaborators.

For example, automated order management or database updates become smoother and less prone to human error.

As a result, teams can concentrate on more strategic missions, thereby improving the company's agility and performance.

This approach also helps reduce operational costs while improving the responsiveness of business processes.

2) Smoothing workflows

Automating workflows enables better management of successive steps in business processes.

By automating these workflows, each task follows naturally without unnecessary interruptions.

As a result:

• decisions are made more quickly,
• approvals are handled without delays,
• and information flows smoothly between teams.

Thus, employees no longer need to wait for a manager to validate a step or for information to be transmitted manually.

Consequently, the workflow becomes faster, processing times shorten, and teams gain in productivity.

Moreover, this automation reduces the risk of human error while ensuring better traceability of actions taken at each step.

Thanks to this fluidity, the SME improves its responsiveness to customer requests and market changes while optimizing its internal resources.

b) Improving productivity

1) Better allocation of resources

BPM provides better visibility into the use of resources, whether human or material.

This enables directing each resource where it will be most useful, based on the precise needs of business processes.

For example, instead of assigning an employee to low-value manual tasks, they can be allocated to strategic missions that require human expertise.

At the same time, BPM helps rationalize the use of equipment and IT tools.

Material resources are used more efficiently, avoiding waste and unnecessary overload.

Thanks to this better distribution of resources, SME teams can accomplish more tasks in less time while preserving result quality.

Thus, process optimization helps maximize the efficiency of available resources, even in a constrained SME environment.

2) Reduced task processing time

BPM significantly reduces processing times, notably by shortening validation and approval cycles.

It is not uncommon in an SME for these steps to extend over several days or weeks due to manual methods or multiple decision levels.

Therefore, automating these processes allows tasks to move from one phase to another without delay, avoiding unnecessary back-and-forth between collaborators.

Thus, each approval is performed automatically via notifications sent to the responsible parties, who only need to validate or adjust items from a centralized interface.

As a result, decision-making becomes faster, allowing teams to focus on other priorities without losing time on administrative steps.

The speed of these processes also improves responsiveness to customer needs or adjustments required to adapt to market changes.

3) What are the strategic advantages of BPM for SMEs?

a) Better agility and responsiveness

1) Adaptability to market changes

With BPM, an SME has a flexible structure that enables it to respond to market evolutions.

When external changes occur—whether shifts in customer expectations or new regulatory requirements—BPM offers the ability to adjust processes in real time.

This is how the company can:

• easily integrate new workflows,
• redistribute resources
• or modify production steps without disrupting overall operations.

This adaptability is a fundamental asset for SMEs seeking to remain competitive in their sector.

2) Example of business processes that can be automated with BPM

3) Towards continuous improvement.

By nature, BPM encourages a dynamic of continuous improvement, where each process is regularly analyzed, adjusted and optimized.

This means SMEs can continuously review and refine their operations, allowing them to remain competitive over the long term.

By establishing a continuous improvement cycle, processes are never fixed: they evolve based on feedback, new technologies, or changes in customer expectations.

Thus, this approach drives companies to regularly identify weak points in their processes in order to proactively optimize them.

At that point, the SME gains in responsiveness and adaptability and can anticipate market needs rather than merely reacting.

By embracing this philosophy of continuous improvement, the SME becomes more agile, able to adjust to market fluctuations and position itself advantageously compared to more static competitors.

b) Better performance management

BPM is not limited to process automation.

It also provides powerful tools for continuous monitoring and evaluation of the company's performance.

This becomes a major asset for SMEs, which can thus monitor their activities and adjust strategies based on the results obtained.

1) Real-time monitoring

The dashboards implemented via BPM give SMEs a strategic advantage by offering an instant view of the state of business processes.

These interfaces allow access to up-to-date data at any time, without waiting for formal reports to be generated.

As a result, managers can monitor performance in real time and immediately detect any malfunction or delay in operations.

This transparency facilitates rapid decision-making.

When a key performance indicator (KPI) shows a decline or when a process appears blocked, corrective actions can be triggered immediately, avoiding prolonged disruptions.

Real-time monitoring is not limited to mere observation: it is a powerful tool to:

• adjust resources,
• improve workflows
• and ensure the company stays on track, even in changing environments.

2) Measuring key indicators

Table of performance indicators (KPIs) to measure the success of BPM implementation.

Implementing performance indicators (KPIs) allows SME leaders to closely track the evolution of their business processes.

These indicators enable better strategic steering of the company.

Indeed, they provide quantified data on critical aspects such as:

• productivity,
• service quality
• or meeting deadlines.

Based on the results obtained, managers can adjust their strategies and make targeted improvements to processes.

KPIs also provide a clear view of the objectives to achieve.

They make it possible to quantify progress and quickly identify gaps from expected results.

4) How to set up a BPM approach in an SME?

Implementing a BPM approach in an SME is done in several steps.

Each phase plays an important role in ensuring the company fully benefits from this approach and optimizes its business processes.

a) Step 1: Analysis of existing processes

The first step is to deeply analyze the processes already in place within the SME.

This analysis helps better understand how current operations work and identify areas for improvement.

1) Process mapping

Process mapping is a decisive phase in this approach.

It consists of modeling each end-to-end process, identifying:

1. the different steps,
2. the actors involved,
3. the tools used,
4. as well as information flows.

This visualization offers a clear and detailed view of how each process works, which makes it easier to detect weak points or redundant steps.

Thus, by mapping processes, the SME can better understand where problems that hinder operational fluidity are located.

This understanding is mandatory before any attempt at optimization or automation, as it allows efforts to be focused on critical areas that bring the most value.

Mapping also provides a useful visual aid to communicate with teams and ensure full buy-in to the BPM approach.

2) Identifying key processes

After mapping all business processes, the next step is to identify the key processes, i.e., those with the greatest impact on the company.

This phase is essential so as not to dilute efforts on secondary processes that bring little value.

Prioritizing the most strategic key processes enables the SME to focus its resources where they will have the most effect.

These processes are often those directly related to:

• production,
• customer relations
• or financial flows management.

For example, a poorly optimized procurement process can cause production delays, while poor customer management can directly affect satisfaction and loyalty.

Therefore, by focusing on these priority processes, the SME maximizes its chances of success in BPM implementation.

This focus helps generate visible gains quickly, which will strengthen teams' motivation to continue the continuous improvement of other processes.

b) Step 2: choosing tools and technologies

Once the key processes are identified, it becomes necessary to select the appropriate tools and technologies to automate and optimize these processes.

1) SaaS tools vs custom solutions

The choice between SaaS (Software as a Service) tools and bespoke solutions is a common dilemma.

Each option has advantages and disadvantages that you should understand well before deciding.

And here is why!

SaaS tools like AirProcess offer great flexibility and are generally quick to deploy.

They allow SMEs to access powerful solutions without having to heavily invest in IT infrastructure.

Updates are managed by the software provider, which reduces the workload for internal teams.

As a result, SMEs can adopt a turnkey solution that is easily configurable and scalable, suited to their future growth.

On the other hand, custom solutions can offer full customization based on the company's specific needs.

Although they require a much larger initial investment than a SaaS and a longer deployment time, these solutions guarantee better alignment with the SME's internal processes.

They also allow deeper integration with existing systems (ERP, CRM, etc.) and maximum flexibility in adjusting features.

The choice between these two options therefore depends on several factors:

• budget,
• short- and long-term goals,
• and the internal capacity to manage the chosen solution.

An SME in a rapid growth phase might opt for SaaS for its flexibility, while a company with very specific needs might prefer a custom solution.

2) Integration with existing systems (ERP, CRM, etc.)

Integrating new BPM tools with existing systems, such as ERP (Enterprise Resource Planning) or CRM (Customer Relationship Management), is a critical step in deploying a solution.

Indeed, these systems already in place within the SME are often at the heart of operations and customer relationship management.

It is therefore essential to ensure optimal compatibility between new BPM technologies and these tools.

Poor integration can lead to data silos, duplicates or errors in information processing.

Therefore, it is essential to ensure that the chosen BPM solutions can easily interface with existing systems, which facilitates smooth data exchange.

This not only centralizes information but also streamlines business processes by avoiding breaks in the workflow.

For an SME, the challenge of this integration also lies in operational continuity.

Implementing a new solution should not disrupt the critical tools already used by the company.

Consequently, technical support and thorough testing are often necessary to ensure the integration goes smoothly.

This guarantees that processes remain consistent and that teams can use the new tools without added complexity.

c) Step 3: training and support

1) Ongoing employee training

Successful BPM adoption within an SME depends largely on training and supporting teams.

A transition to automated or optimized processes cannot be carried out properly without employees having a deep understanding of new tools and methods.

2) Change management support

Employee training becomes a fundamental pillar to ensure the proper adoption of BPM solutions.

Indeed, without adequate training, teams may feel helpless when faced with tools they do not master, which risks slowing down the transition and generating resistance.

Moreover, BPM often relies on advanced technologies and new methods that require constant learning.

Ongoing training allows employees to become familiar with new tools and understand their impact on business processes.

This includes learning how to use dashboards, manage automated workflows, and interpret performance indicators.

By providing teams with the necessary skills, the company ensures that everyone can effectively contribute to continuous process improvement.

Furthermore, training should not be limited to a single initial session.

Technological developments and tool updates require employees to be regularly trained to stay up to date.

5) Which BPM tools and technologies are suited to SMEs?

If you are looking to implement a BPM tool in your SME, several solutions are available.

But be careful: your choice of application should be based on precise criteria such as:

• ease of use,
• flexibility
• and adaptability to your needs.

In this context, AirProcess stands out as the ideal solution for small and medium-sized businesses thanks to its no-code approach and modular features.

Now, here is why AirProcess is a strategic choice:

a) Its simplicity and flexibility with no-code

AirProcess offers a no-code platform that allows you to design and customize your workflows independently, without requiring particular technical skills.

You can create custom tools in just a few minutes without having to call on a developer.

With an intuitive drag-and-drop interface, creating workflows, forms or custom views becomes quick and accessible to all your collaborators.

This simplicity lets you reduce deployment times while quickly optimizing your internal processes.

b) Custom tools to meet all your needs

AirProcess offers total flexibility, adapted to the specifics of your SME.

Whether you need a personalized CRM, a project management tool, or a human resources management system, the platform allows you to design workflows perfectly tailored to your activities.

You can customize your forms and collect complex data, then organize this information in a structured way thanks to the many available views.

By integrating a variety of customizable fields, such as dropdowns, checkboxes or collaboration fields, AirProcess helps you manage your business processes effectively.

c) Seamless integration with your existing systems

To ensure successful BPM adoption, you must make sure new tools integrate perfectly with your existing systems, such as your ERP or CRM.

That is why AirProcess offers full compatibility, allowing you to easily connect your workflows to your current systems without disrupting your operations.

You thus centralize all essential data and streamline exchanges between teams, improving the management of your business processes while maintaining information continuity.

c) Facilitated cross-department collaboration

AirProcess facilitates collaboration between your teams by allowing each department to access relevant information in real time.

With custom views and shared workflows, your collaborators can:

1. work in a coordinated way,
2. track the different stages of a project
3. and quickly validate decisions.

Each team member sees only the information that concerns them, which promotes powerful task management and smoother exchanges between departments.

You thus strengthen collective productivity while simplifying data management.

d) Controlled cost and an evolving platform

AirProcess adapts to the size and needs of your SME with a flexible and competitive pricing model.

Whether you are just starting out or growing rapidly, the platform offers subscription options that evolve with your business and remain affordable.

You start with essential features and can expand your usage as your needs grow while keeping full control over your costs.

6) How to measure the success of BPM implementation in an SME?

a) Define performance indicators

1) Productivity KPIs

The first indicator to monitor concerns the speed of process execution after BPM implementation.

It involves measuring the time required to complete a task or a specific workflow before and after BPM implementation.

This KPI reveals whether workflows run more smoothly and whether automation has a positive impact on company productivity.

2) Customer satisfaction KPIs

BPM is not only used to improve internal processes. It has a direct impact on service quality perceived by your customers.

This KPI measures the effect of BPM on customer satisfaction, analyzing indicators such as reduced errors, improved delivery times, or the quality of interactions with teams.

By collecting customer feedback, you evaluate how BPM influences their experience.

b) Measure return on investment (ROI)

1) Efficiency gains

BPM should make it possible to measure time and cost savings achieved through process optimization.

By analyzing processing times, the reduction of repetitive tasks and team productivity, you can identify concrete gains obtained after implementation.

This will allow you to justify the initial investment in BPM and demonstrate that optimizing workflows leads to cost reductions.

2) Implementation and operating costs

You should compare costs before and after adopting BPM.

This includes not only initial implementation costs (software purchase, team training) but also recurring operating costs (maintenance, licenses).

By comparing these costs with the benefits obtained in terms of productivity and customer satisfaction, you can assess whether the BPM tool has met the financial objectives set at the outset.

7) What are the organizational impacts of BPM on SMEs?

a) Team reorganization

1) New roles and responsibilities

Business process automation creates new dynamics within teams.

The introduction of management and automation tools requires the creation of specific roles, such as the process manager.

This new role involves:

• supervising all automated flows,
• ensuring processes run smoothly
• and monitoring performance through KPIs.

Thus, the process manager becomes a reference point to adjust or optimize workflows according to the company's objectives.

As you know, automation frees some employees from repetitive, low-value tasks, allowing those resources to be redeployed to more strategic missions.

This can also lead to a redefinition of roles within teams, where some collaborators take on responsibilities related to data analysis, management of automated systems, or performance monitoring of processes.

Consequently, creating these new roles not only smooths the management of automated processes but also enhances employees' skills by engaging them in higher-value tasks.

2) Toward better collaboration

BPM promotes smoother collaboration and communication between the company's different departments.

By establishing centralized and transparent management of business processes, BPM creates an environment conducive to better cross-department cooperation.

Organizational silos, often present in SMEs, tend to slow down information exchanges and generate problems in the value chain.

With BPM, processes become more visible and information flows more easily from one department to another.

This collaboration also encourages better alignment of objectives across departments.

Thus, everyone better understands their role in the process, strengthening synergy within the company.

Teams work more in coordination, which reduces the risk of task duplication or loss of critical information.

Consequently, this fluidity between departments enables greater agility in decision-making and continuous optimization of operations.

b) A culture of continuous improvement

1) Feedback processes

BPM encourages the establishment of a regular feedback process.

Teams directly involved in daily operations are best placed to identify areas for improvement in existing processes.

Thus, thanks to continuous feedback, processes can be adjusted in real time.

This feedback process relies on active employee participation, who become key actors in continuous improvement.

By being encouraged to share their observations and suggestions, they contribute to the evolution of workflows.

This also strengthens their engagement, as they feel more involved in strategic decisions related to business processes.

Consequently, this feedback loop not only improves current processes but also helps anticipate the company's future needs.

8) Managing sensitive data in a BPM environment: ensuring compliance and security

With the increase in data flows—whether customer, internal or operational—it becomes essential to ensure compliance with applicable regulations, such as GDPR.

Implementing BPM in an SME is not limited to automating business processes; it also requires rigorous management of sensitive data to ensure protection.

BPM provides specific tools to control access to sensitive data and manage user rights according to their role within the organization.

These features ensure complete traceability of operations, tracking every action performed in the system.

Information security is ensured by strict validation systems and encryption protocols that reduce the risk of data leaks or misuse.

Of course, on these points, AirProcess is fully compliant with applicable regulations.

9) How BPM fosters organizational resilience: preparing your SME for uncertainty

In a world where uncertainty is part of business life, the ability to adapt becomes a strategic priority.

Business Process Management (BPM) plays a key role in strengthening an SME's organizational resilience in the face of unforeseen events and crises.

Thus, teams can proactively adapt procedures without waiting for crises to occur.

Moreover, using BPM tools ensures better responsiveness, enabling quick modeling of new processes or reorganizing tasks to address immediate issues.

This flexibility provides a competitive advantage, allowing you to maintain operational continuity even in the most complex contexts.

In case of crisis, each actor has the data needed to make informed decisions, which reduces waiting times and coordination errors.

Consequently, a solid BPM turns uncertainty into opportunity.

10) BPM and managing growth in an SME: from start-up to established company

The growth of an SME, from start-up to established company, raises unique challenges in terms of organization and business process management.

Business Process Management (BPM) proves to be a strategic lever to support this evolution while ensuring continuity and fluidity of operations.

Where most companies focus on short-term gains, you must understand how BPM can scale with your SME's growth.

Thus, as teams grow and workflows become more complex, BPM allows you to model new processes without compromising performance.

Furthermore, a well-designed BPM ensures the scalability of processes, enabling the company to absorb increased numbers of customers and operations without sacrificing service or product quality.

By centralizing data and processes within a single platform, BPM facilitates the transition from a small structure to a more established organization.

11) Conclusion

This article explored the main challenges an SME may face when implementing a Business Process Management (BPM) system.

We discussed obstacles such as lack of human and financial resources, resistance to change and the complexity of business processes.

Automation and process optimization, as well as real-time performance management, prove to be fundamental levers to improve an SME's agility and competitiveness.

If this article has sparked your interest, I invite you to explore other resources available on our site, including our articles on continuous improvement.

You will discover additional tips to strengthen your business processes and maximize your results.

Finally, have you already considered the impact that a well-implemented BPM could have on your business?