Business Process Management Market by Organization Size (Large Enterprise, Small And Medium Enterprise), Deployment Type (Cloud, On Premises), Component, Business Function, Industry - Global Forecast 2025-2032
Description
The Business Process Management Market was valued at USD 21.74 billion in 2024 and is projected to grow to USD 26.47 billion in 2025, with a CAGR of 22.97%, reaching USD 113.78 billion by 2032.
Framing the strategic value of process governance and operational resilience to align executive priorities with practical transformation imperatives
Business process management (BPM) sits at the intersection of operational rigor and strategic agility, enabling organizations to standardize, measure, and continuously improve how work gets done. In today’s environment, BPM is not merely a back-office efficiency program but a strategic capability that connects customer experience, compliance, and digital transformation. Clear governance, process taxonomy, and cross-functional ownership are prerequisites for any initiative that intends to reduce friction, accelerate decision velocity, and future-proof operations.
As leaders evaluate where to invest, this executive summary consolidates the most consequential trends affecting BPM adoption, the structural shifts reshaping vendor and service provider ecosystems, and a pragmatic set of recommendations to bridge strategy and execution. The content that follows is designed to inform board-level discussions, align C-suite priorities with program roadmaps, and help operational leaders prioritize initiatives that will deliver sustained operational resilience. Through a blend of qualitative analysis and practitioner-oriented insight, the summary highlights leverage points that executives can act on immediately to strengthen governance, talent, and technology integration.
How automation, analytics, and evolving governance are reshaping process orchestration and elevating the operational risk and strategic opportunity alike
The landscape for business process management is undergoing transformative shifts driven by technological maturation, evolving regulatory expectations, and changing workforce dynamics. Artificial intelligence and advanced analytics are extending process visibility beyond traditional metrics to predictive diagnostics and prescriptive actions, enabling leaders to anticipate bottlenecks and optimize throughput with greater precision. Concurrently, low-code and no-code platforms are democratizing process redesign, allowing line-of-business stakeholders to iterate on workflows without extensive IT dependencies, which accelerates adoption but also raises governance considerations.
In parallel, compliance regimes and data privacy requirements are increasing the cost of process failure, prompting organizations to adopt tighter controls, auditable workflows, and role-based access policies. Outsourcing models are also shifting from commodity execution toward value-added partnerships that combine process orchestration, domain expertise, and cloud-native platforms. These trends interact: automation amplifies the need for robust change management, and distributed teams necessitate integrated process monitoring. The net effect is a new operating model where continuous improvement, risk management, and technology-enabled orchestration converge to create measurable operational advantage.
Adapting process architectures and governance frameworks to absorb tariff-driven supply chain complexity and compliance obligations without operational disruption
Tariff changes and trade policy adjustments coming into effect in 2025 are creating a reset in how organizations design and manage cross-border processes, supply chain interactions, and regulatory compliance workflows. Companies that rely on global suppliers and multi-jurisdictional operations face increased complexity in procurement, customs clearance, and invoicing processes, which requires tighter integration between sourcing, logistics, and finance functions. Consequently, process owners must revisit supplier on-boarding, contract workflows, and exception management to ensure continuity and minimize disruption.
These trade-related shifts also put a premium on flexible process architectures that can absorb variations in sourcing geography and tariff treatment without extensive reengineering. Organizations are responding by modularizing workflows, implementing dynamic rule engines to handle tariff codes and compliance checks, and developing rapid-change protocols for partner and supplier updates. Additionally, cross-functional coordination between legal, tax, and operations becomes essential to interpret policy changes and embed them into operational playbooks. The result is a heightened emphasis on adaptive process controls and scenario-based planning to preserve service levels while maintaining regulatory integrity.
Insight-driven segmentation analysis revealing how size, deployment model, component mix, business functions, and industry nuances determine BPM priorities and adoption pathways
Segmentation informs targeted BPM strategies because organizational needs diverge significantly across size, deployment model, component focus, business function, and industry context. Based on organization size, enterprises with large headcounts and complex legacy systems prioritize governance, integration, and scalability, whereas small and medium enterprises emphasize rapid value delivery, low implementation overhead, and intuitive tooling. Based on deployment type, cloud-first implementations accelerate time to value and enable continuous updates and telemetry, while on-premises deployments continue to serve organizations with stringent data residency, latency, or customization requirements.
Based on component, services-led engagement concentrates on consulting services, support and maintenance, system integration, and training and education to ensure adoption and sustainability, while software components such as business rules engines, process automation tools, process modeling tools, process monitoring and optimization, and workflow management systems provide the technological backbone for orchestration and control. Based on business function, BPM practices are tailored for customer service, finance and accounting, human resources, IT operations, legal and compliance, sales and marketing, and supply chain and logistics, each with distinct process KPIs and stakeholder expectations. Based on industry, domain-specific considerations shape process design across BFSI where banking and insurance impose strict compliance and risk controls, energy and utilities where asset reliability and regulatory reporting dominate, government and defense where provenance and auditability are paramount, healthcare where hospitals, clinics, and pharmaceutical operations require patient-centric, safety-critical workflows, IT and telecom where uptime and rapid change are central, manufacturing with automotive and electronics subsegments emphasizing production cadence and quality, and retail and consumer goods where omnichannel fulfillment and returns handling are critical. These segmentation lenses enable leaders to prioritize investments that align with organizational constraints, compliance demands, and the expected pace of change.
Regional variations in regulation, talent, and digital readiness that dictate differentiated BPM strategies across the Americas, EMEA, and Asia-Pacific
Regional dynamics are shaping BPM strategies as regulatory environments, talent availability, and digital maturity differ markedly across geographies. In the Americas, organizations are leveraging mature cloud ecosystems and advanced analytics to push automation into customer-facing processes and finance functions, while also navigating complex inter-state and federal regulatory requirements. In Europe, Middle East & Africa, compliance frameworks, data protection standards, and a diverse regulatory landscape drive careful attention to data residency, role-based access, and localized process controls, even as digital initiatives accelerate in both public and private sectors. In the Asia-Pacific region, rapid digital adoption, a burgeoning SaaS ecosystem, and strong demand for cost-efficiency are encouraging automation in manufacturing, logistics, and service delivery, with an emphasis on scalability and integration with supply chain partners.
These regional differences require a situational approach to BPM investments, balancing global standards with localized process adaptations. Cross-border enterprises should therefore harmonize governance and reporting while enabling regional teams to customize workflows for language, legal, and operational realities. The interplay between regional regulation, talent pools, and vendor ecosystems creates differentiated roadmaps for process modernization, where a one-size-fits-all approach undermines both compliance and adoption.
Evaluating vendor differentiation and partnership models to select providers that combine platform strength, integration depth, and practical change capabilities
Competitive dynamics in the BPM ecosystem are shaped by a mix of large platform vendors, specialized software providers, and systems integrators that package domain expertise with implementation services. Leading vendors differentiate on the basis of integration capabilities with enterprise applications, the maturity of their orchestration and rules engines, and the depth of their analytics and monitoring features. Service providers distinguish themselves through industry practice areas, change management capabilities, and the ability to assemble multidisciplinary teams that span process design, data science, and systems integration.
Partnerships and co-innovation models are increasingly common, as enterprises seek bundled solutions that combine software, managed services, and training. Open architectures and interoperability matter because organizations often prefer to avoid vendor lock-in while retaining the ability to evolve process automation over time. In this environment, buyers evaluate providers not only on feature parity but also on implementation velocity, support frameworks, and the demonstrable ability to drive adoption across decentralized teams. Procurement decisions are therefore shifting from purely cost-driven assessments to outcome-oriented evaluations that emphasize sustainability, maintainability, and measurable operational improvement.
Practical, outcome-focused actions for executives to strengthen governance, accelerate adoption, and sustain BPM-driven operational improvements
Leaders must adopt an integrated approach that combines governance, technology, talent, and change management to realize the full potential of process modernization. First, establish clear executive sponsorship and a process governance forum that owns end-to-end accountability for outcomes, metrics, and continuous improvement cadences. Second, prioritize initiatives that reduce cross-functional friction and deliver visible benefits to both customers and employees; early wins create the momentum and funding required for broader programs. Third, adopt modular and composable architectures that allow rapid reconfiguration of processes in response to regulatory or supply chain changes, while protecting core transactional integrity.
Additionally, invest in upskilling programs that enable business analysts and domain experts to participate in low-code development and process modeling, thereby increasing the velocity of change without compromising control. Implement robust monitoring and exception management so that automation is transparent, auditable, and resilient to data quality issues. Finally, align vendor relationships to outcome-based engagements where possible, and maintain a flexible procurement approach that supports pilot-to-scale pathways. These steps collectively reduce implementation risk, accelerate value capture, and ensure that process modernization is sustainable over time.
A mixed-methods research approach combining executive interviews, comparative capability mapping, and scenario analysis to translate trends into actionable insights
The research underpinning this summary draws on a mixed-methods approach designed to balance depth with practical relevance. Primary inputs include structured interviews with senior process owners, CIOs, compliance officers, and vendor leaders across industries, complemented by qualitative case studies that illustrate successful transformation patterns and common pitfalls. Secondary inputs encompass public regulatory documents, vendor product literature, and practitioner community forums to validate emerging technology and governance themes.
Analytical methods include thematic coding of interview data to surface recurring barriers and enablers, comparative vendor capability mapping to identify functional differentiators, and scenario analysis to explore how policy and supply chain changes affect process architecture priorities. Triangulation across these data sources increases confidence in the insights and helps translate high-level trends into actionable recommendations. Throughout the research, emphasis was placed on practical applicability: findings were calibrated against real-world program constraints, implementation timelines, and organizational readiness factors to ensure relevance for decision-makers planning BPM initiatives.
Concluding perspective on embedding BPM as a continuous strategic capability that combines governance, technology, and people to sustain competitive advantage
Business process management is transitioning from a projects-first mentality to a capability-first philosophy where governance, composability, and digital-native tooling underpin enduring operational advantage. Organizations that succeed will be those that align executive sponsorship, invest in adaptable architectures, and cultivate the skills required to co-create processes with business stakeholders. The most impactful programs balance immediate operational gains with long-term resilience, embedding auditability, exception handling, and cross-functional collaboration into the fabric of daily work.
Looking ahead, leaders should view BPM as a strategic lever to manage complexity, uphold compliance, and accelerate service delivery. By integrating analytics, automation, and human judgment into a cohesive operating model, organizations can reduce friction, respond to policy shifts, and scale process innovations across the enterprise. The conclusion is clear: BPM is not a one-off project but a continuous discipline that, when governed effectively, becomes a source of competitive differentiation and operational stability.
Please Note: PDF & Excel + Online Access - 1 Year
Framing the strategic value of process governance and operational resilience to align executive priorities with practical transformation imperatives
Business process management (BPM) sits at the intersection of operational rigor and strategic agility, enabling organizations to standardize, measure, and continuously improve how work gets done. In today’s environment, BPM is not merely a back-office efficiency program but a strategic capability that connects customer experience, compliance, and digital transformation. Clear governance, process taxonomy, and cross-functional ownership are prerequisites for any initiative that intends to reduce friction, accelerate decision velocity, and future-proof operations.
As leaders evaluate where to invest, this executive summary consolidates the most consequential trends affecting BPM adoption, the structural shifts reshaping vendor and service provider ecosystems, and a pragmatic set of recommendations to bridge strategy and execution. The content that follows is designed to inform board-level discussions, align C-suite priorities with program roadmaps, and help operational leaders prioritize initiatives that will deliver sustained operational resilience. Through a blend of qualitative analysis and practitioner-oriented insight, the summary highlights leverage points that executives can act on immediately to strengthen governance, talent, and technology integration.
How automation, analytics, and evolving governance are reshaping process orchestration and elevating the operational risk and strategic opportunity alike
The landscape for business process management is undergoing transformative shifts driven by technological maturation, evolving regulatory expectations, and changing workforce dynamics. Artificial intelligence and advanced analytics are extending process visibility beyond traditional metrics to predictive diagnostics and prescriptive actions, enabling leaders to anticipate bottlenecks and optimize throughput with greater precision. Concurrently, low-code and no-code platforms are democratizing process redesign, allowing line-of-business stakeholders to iterate on workflows without extensive IT dependencies, which accelerates adoption but also raises governance considerations.
In parallel, compliance regimes and data privacy requirements are increasing the cost of process failure, prompting organizations to adopt tighter controls, auditable workflows, and role-based access policies. Outsourcing models are also shifting from commodity execution toward value-added partnerships that combine process orchestration, domain expertise, and cloud-native platforms. These trends interact: automation amplifies the need for robust change management, and distributed teams necessitate integrated process monitoring. The net effect is a new operating model where continuous improvement, risk management, and technology-enabled orchestration converge to create measurable operational advantage.
Adapting process architectures and governance frameworks to absorb tariff-driven supply chain complexity and compliance obligations without operational disruption
Tariff changes and trade policy adjustments coming into effect in 2025 are creating a reset in how organizations design and manage cross-border processes, supply chain interactions, and regulatory compliance workflows. Companies that rely on global suppliers and multi-jurisdictional operations face increased complexity in procurement, customs clearance, and invoicing processes, which requires tighter integration between sourcing, logistics, and finance functions. Consequently, process owners must revisit supplier on-boarding, contract workflows, and exception management to ensure continuity and minimize disruption.
These trade-related shifts also put a premium on flexible process architectures that can absorb variations in sourcing geography and tariff treatment without extensive reengineering. Organizations are responding by modularizing workflows, implementing dynamic rule engines to handle tariff codes and compliance checks, and developing rapid-change protocols for partner and supplier updates. Additionally, cross-functional coordination between legal, tax, and operations becomes essential to interpret policy changes and embed them into operational playbooks. The result is a heightened emphasis on adaptive process controls and scenario-based planning to preserve service levels while maintaining regulatory integrity.
Insight-driven segmentation analysis revealing how size, deployment model, component mix, business functions, and industry nuances determine BPM priorities and adoption pathways
Segmentation informs targeted BPM strategies because organizational needs diverge significantly across size, deployment model, component focus, business function, and industry context. Based on organization size, enterprises with large headcounts and complex legacy systems prioritize governance, integration, and scalability, whereas small and medium enterprises emphasize rapid value delivery, low implementation overhead, and intuitive tooling. Based on deployment type, cloud-first implementations accelerate time to value and enable continuous updates and telemetry, while on-premises deployments continue to serve organizations with stringent data residency, latency, or customization requirements.
Based on component, services-led engagement concentrates on consulting services, support and maintenance, system integration, and training and education to ensure adoption and sustainability, while software components such as business rules engines, process automation tools, process modeling tools, process monitoring and optimization, and workflow management systems provide the technological backbone for orchestration and control. Based on business function, BPM practices are tailored for customer service, finance and accounting, human resources, IT operations, legal and compliance, sales and marketing, and supply chain and logistics, each with distinct process KPIs and stakeholder expectations. Based on industry, domain-specific considerations shape process design across BFSI where banking and insurance impose strict compliance and risk controls, energy and utilities where asset reliability and regulatory reporting dominate, government and defense where provenance and auditability are paramount, healthcare where hospitals, clinics, and pharmaceutical operations require patient-centric, safety-critical workflows, IT and telecom where uptime and rapid change are central, manufacturing with automotive and electronics subsegments emphasizing production cadence and quality, and retail and consumer goods where omnichannel fulfillment and returns handling are critical. These segmentation lenses enable leaders to prioritize investments that align with organizational constraints, compliance demands, and the expected pace of change.
Regional variations in regulation, talent, and digital readiness that dictate differentiated BPM strategies across the Americas, EMEA, and Asia-Pacific
Regional dynamics are shaping BPM strategies as regulatory environments, talent availability, and digital maturity differ markedly across geographies. In the Americas, organizations are leveraging mature cloud ecosystems and advanced analytics to push automation into customer-facing processes and finance functions, while also navigating complex inter-state and federal regulatory requirements. In Europe, Middle East & Africa, compliance frameworks, data protection standards, and a diverse regulatory landscape drive careful attention to data residency, role-based access, and localized process controls, even as digital initiatives accelerate in both public and private sectors. In the Asia-Pacific region, rapid digital adoption, a burgeoning SaaS ecosystem, and strong demand for cost-efficiency are encouraging automation in manufacturing, logistics, and service delivery, with an emphasis on scalability and integration with supply chain partners.
These regional differences require a situational approach to BPM investments, balancing global standards with localized process adaptations. Cross-border enterprises should therefore harmonize governance and reporting while enabling regional teams to customize workflows for language, legal, and operational realities. The interplay between regional regulation, talent pools, and vendor ecosystems creates differentiated roadmaps for process modernization, where a one-size-fits-all approach undermines both compliance and adoption.
Evaluating vendor differentiation and partnership models to select providers that combine platform strength, integration depth, and practical change capabilities
Competitive dynamics in the BPM ecosystem are shaped by a mix of large platform vendors, specialized software providers, and systems integrators that package domain expertise with implementation services. Leading vendors differentiate on the basis of integration capabilities with enterprise applications, the maturity of their orchestration and rules engines, and the depth of their analytics and monitoring features. Service providers distinguish themselves through industry practice areas, change management capabilities, and the ability to assemble multidisciplinary teams that span process design, data science, and systems integration.
Partnerships and co-innovation models are increasingly common, as enterprises seek bundled solutions that combine software, managed services, and training. Open architectures and interoperability matter because organizations often prefer to avoid vendor lock-in while retaining the ability to evolve process automation over time. In this environment, buyers evaluate providers not only on feature parity but also on implementation velocity, support frameworks, and the demonstrable ability to drive adoption across decentralized teams. Procurement decisions are therefore shifting from purely cost-driven assessments to outcome-oriented evaluations that emphasize sustainability, maintainability, and measurable operational improvement.
Practical, outcome-focused actions for executives to strengthen governance, accelerate adoption, and sustain BPM-driven operational improvements
Leaders must adopt an integrated approach that combines governance, technology, talent, and change management to realize the full potential of process modernization. First, establish clear executive sponsorship and a process governance forum that owns end-to-end accountability for outcomes, metrics, and continuous improvement cadences. Second, prioritize initiatives that reduce cross-functional friction and deliver visible benefits to both customers and employees; early wins create the momentum and funding required for broader programs. Third, adopt modular and composable architectures that allow rapid reconfiguration of processes in response to regulatory or supply chain changes, while protecting core transactional integrity.
Additionally, invest in upskilling programs that enable business analysts and domain experts to participate in low-code development and process modeling, thereby increasing the velocity of change without compromising control. Implement robust monitoring and exception management so that automation is transparent, auditable, and resilient to data quality issues. Finally, align vendor relationships to outcome-based engagements where possible, and maintain a flexible procurement approach that supports pilot-to-scale pathways. These steps collectively reduce implementation risk, accelerate value capture, and ensure that process modernization is sustainable over time.
A mixed-methods research approach combining executive interviews, comparative capability mapping, and scenario analysis to translate trends into actionable insights
The research underpinning this summary draws on a mixed-methods approach designed to balance depth with practical relevance. Primary inputs include structured interviews with senior process owners, CIOs, compliance officers, and vendor leaders across industries, complemented by qualitative case studies that illustrate successful transformation patterns and common pitfalls. Secondary inputs encompass public regulatory documents, vendor product literature, and practitioner community forums to validate emerging technology and governance themes.
Analytical methods include thematic coding of interview data to surface recurring barriers and enablers, comparative vendor capability mapping to identify functional differentiators, and scenario analysis to explore how policy and supply chain changes affect process architecture priorities. Triangulation across these data sources increases confidence in the insights and helps translate high-level trends into actionable recommendations. Throughout the research, emphasis was placed on practical applicability: findings were calibrated against real-world program constraints, implementation timelines, and organizational readiness factors to ensure relevance for decision-makers planning BPM initiatives.
Concluding perspective on embedding BPM as a continuous strategic capability that combines governance, technology, and people to sustain competitive advantage
Business process management is transitioning from a projects-first mentality to a capability-first philosophy where governance, composability, and digital-native tooling underpin enduring operational advantage. Organizations that succeed will be those that align executive sponsorship, invest in adaptable architectures, and cultivate the skills required to co-create processes with business stakeholders. The most impactful programs balance immediate operational gains with long-term resilience, embedding auditability, exception handling, and cross-functional collaboration into the fabric of daily work.
Looking ahead, leaders should view BPM as a strategic lever to manage complexity, uphold compliance, and accelerate service delivery. By integrating analytics, automation, and human judgment into a cohesive operating model, organizations can reduce friction, respond to policy shifts, and scale process innovations across the enterprise. The conclusion is clear: BPM is not a one-off project but a continuous discipline that, when governed effectively, becomes a source of competitive differentiation and operational stability.
Please Note: PDF & Excel + Online Access - 1 Year
Table of Contents
189 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Adoption of hyperautomation combining AI decisioning and RPA for end to end workflow optimization
- 5.2. Use of process mining and task mining to identify inefficiencies and compliance risks in real time
- 5.3. Integration of low code no code platforms to empower citizen developers to automate business processes
- 5.4. Leveraging digital process twins to simulate complex process changes before live deployment and reduce risk
- 5.5. Embedding generative AI capabilities into BPM suites for dynamic content generation and decision support
- 5.6. Implementation of blockchain enabled process orchestration for secure cross organizational transaction tracking
- 5.7. Transition to composable enterprise architectures for rapid assembly of modular process services and APIs
- 5.8. Focus on employee experience centric process design using sentiment analytics and adaptive workflows
- 5.9. Emphasis on sustainable BPM initiatives integrating carbon footprint metrics into process performance tracking
- 5.10. Adoption of multicloud process orchestration to ensure resilience and scalability of automation workloads
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Business Process Management Market, by Organization Size
- 8.1. Large Enterprise
- 8.2. Small And Medium Enterprise
- 9. Business Process Management Market, by Deployment Type
- 9.1. Cloud
- 9.2. On Premises
- 10. Business Process Management Market, by Component
- 10.1. Services
- 10.1.1. Consulting Services
- 10.1.2. Support & Maintenance
- 10.1.3. System Integration
- 10.1.4. Training & Education
- 10.2. Software
- 10.2.1. Business Rules Engine
- 10.2.2. Process Automation Tools
- 10.2.3. Process Modeling Tools
- 10.2.4. Process Monitoring & Optimization
- 10.2.5. Workflow Management Systems
- 11. Business Process Management Market, by Business Function
- 11.1. Customer Service
- 11.2. Finance & Accounting
- 11.3. Human Resources (HR)
- 11.4. IT Operations
- 11.5. Legal & Compliance
- 11.6. Sales & Marketing
- 11.7. Supply Chain & Logistics
- 12. Business Process Management Market, by Industry
- 12.1. BFSI
- 12.1.1. Banking
- 12.1.2. Insurance
- 12.2. Energy And Utilities
- 12.3. Government And Defense
- 12.4. Healthcare
- 12.4.1. Hospitals And Clinics
- 12.4.2. Pharmaceutical
- 12.5. IT And Telecom
- 12.6. Manufacturing
- 12.6.1. Automotive
- 12.6.2. Electronics
- 12.7. Retail And Consumer Goods
- 13. Business Process Management Market, by Region
- 13.1. Americas
- 13.1.1. North America
- 13.1.2. Latin America
- 13.2. Europe, Middle East & Africa
- 13.2.1. Europe
- 13.2.2. Middle East
- 13.2.3. Africa
- 13.3. Asia-Pacific
- 14. Business Process Management Market, by Group
- 14.1. ASEAN
- 14.2. GCC
- 14.3. European Union
- 14.4. BRICS
- 14.5. G7
- 14.6. NATO
- 15. Business Process Management Market, by Country
- 15.1. United States
- 15.2. Canada
- 15.3. Mexico
- 15.4. Brazil
- 15.5. United Kingdom
- 15.6. Germany
- 15.7. France
- 15.8. Russia
- 15.9. Italy
- 15.10. Spain
- 15.11. China
- 15.12. India
- 15.13. Japan
- 15.14. Australia
- 15.15. South Korea
- 16. Competitive Landscape
- 16.1. Market Share Analysis, 2024
- 16.2. FPNV Positioning Matrix, 2024
- 16.3. Competitive Analysis
- 16.3.1. Accenture plc
- 16.3.2. International Business Machines Corporation
- 16.3.3. Cognizant Technology Solutions Corporation
- 16.3.4. Infosys Limited
- 16.3.5. Capgemini SE
- 16.3.6. Genpact Limited
- 16.3.7. Tata Consultancy Services Limited
- 16.3.8. Wipro Limited
- 16.3.9. DXC Technology Company
- 16.3.10. HCL Technologies Limited
- 16.3.11. NTT DATA Group Corporation
- 16.3.12. SAP SE
- 16.3.13. Oracle Corporation
- 16.3.14. Pegasystems Inc.
- 16.3.15. Appian Corporation
- 16.3.16. Kofax Inc.
- 16.3.17. Software AG
- 16.3.18. Open Text Corporation
- 16.3.19. Nintex Global Ltd
- 16.3.20. BP Logix Inc
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