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Achieving high performance with business process management in energy

Read about Accenture’s energy business process management (BPM) point of view.


To compete in today’s volatile business, economic and technical environment, oil and gas companies must ensure transparency, agility and compliance across their global operations—while maintaining a laser focus on quality and efficiency.

As companies drive to embed these qualities in their organizations, Accenture’s experience shows that leaders are adopting business process management as a core discipline.

Accenture’s experience with oil and gas companies worldwide, enables us to identify a number of trends in how business process management (BPM) is being adopted and put into action. This point of view highlights key trends—identifying particular challenges that BPM is being used to address, as well as the ways in which it is being operationalized.


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Once consigned to discrete silos of activity and embedded within other capabilities, BPM is now becoming an important and integral element of an oil and gas company’s capability roadmap.

As our research into industry BPM trends makes clear, oil and gas businesses understand the importance of BPM and the value it can deliver across the whole organization.

But achieving comprehensive BPM capabilities is not an overnight transformation. It is a multi-year journey that needs to achieve a pragmatic balance between the creation of a bold vision and the practical steps needed to achieve it.​

Key Findings

Accenture’s experience of the market highlights four key trends in how BPM is being deployed in energy businesses:

  1. BPM anchored in the organization
    BPM has evolved from an isolated, overlooked function to become an integral management discipline.

  2. BPM aligned with ERP systems
    Many oil and gas companies are adopting a process-led approach to ERP. In these companies, the ERP program provides the means to focus on business process improvement—with systems used to drive greater process efficiency, effectiveness and compliance.

  3. Using BPM to manage risks
    BPM is playing an increasingly vital role in enabling processes to be mapped to specific risks, ensuring that risk-related key performance indicators are monitored to provide an early warning sign of potential problems.

  4. Making BPM part of everyday life
    Leading oil and gas companies are taking steps to ensure that process knowledge is made easily accessible and relevant for day-to-day activities across various business contexts.