Wednesday Apr 25, 2012

Day 1: Highlights @ Gartner BPM Summit, Baltimore, 2012

Social BPM

  • Social Media
    1. is an online environment for mass collaboration
    2. comprises of the following
      • Social Creation e.g. YouTube, Flickr, Blogger, Zoho
      • Social Networking e.g. LinkedIn, Facebook
      • Social Publishing e.g. RSS, Twitter
      • Social Feedback e.g. Digg, Delicious, Like, +1
    3. mere access to social media social media success
      • ditch the “provide and pray” approach
      • social media success is about mobilizing communities i.e. mass collaboration around a shared purpose that lies at the intersection of individual, organizational and community interests
      • Develop Purpose maps to understand what drives each stakeholder e.g. drill down with “Why or So What?” to 3 or 4 levels to get to the root of the motivational driver
  • Mass Collaboration

Embrace social processes as enablers of business processes by enabling mass collaboration. Mass collaboration has the following aspects

    1. Collective Intelligence
      • Wisdom of the crowds enables a continuous cycle of Contribute -> Feedback -> Collective Judgment/Intelligence -> Change
    2. Expertise Location
      • Overcoming limited/scarce/missing intellectual capital resources with a global, distributed pool of talent e.g. To develop its video recommendation engine Netflix ran a public challenge with a million dollar reward for the winning team
    3. Interest Cultivation
      • Ability to extend business capabilities through the community e.g. community “staffed” support forums vs traditional help-desk
    4. Relationship Leverage
      • Level the playing field e.g. ability of executive management to get direct insights from the field thereby flattening bureaucratic hierarchy
    5. Flash Coordination
      • Ability to self-align and rapidly mobilize large number of people, Massively Scalable Sense-Respond Systems e.g. Rail Services Outage management, Disaster-response Emergency Response
    6. Emergent Structures
      • Enabling increased participation of customers and partners to gain a value-chain advantage
  • Process candidates for Social BPM
    • Human-centric processes
    • Processes that are broken
    • Processes with a high frequency of change

Intelligent Business Operations (IBO aka iBPMS)

  • Dimensions of Context
    • Process
      • Workflow Predictability i.e. variability of a process across LOB, channels, geographies, customer segments etc.
      • Activity Standardization i.e. degree of re-use of an activity across process variants
    • Information
      • Criticality i.e. impact of information in flow on stakeholders or dependent task
      • Diversity i.e. structured, semi-structured and un-structured content
    • People
      • Complexity i.e. structure of teams, organization etc.
      • Diversity i.e. # of job roles, job levels, skill levels etc.
  • Dimensions of IBO
    1. Situational Awareness
      • ability to incorporate real-time context to make predictive (probabilistic) path selection
    2. Decision Management
      • ability to incorporate transactional context to make predictive (probabilistic) path selection
    3. Process Management
      • ability to self-tune / automate process optimization
  • IBO technology capabilities (horizontal axis) vis-à-vis IBO goal

Event Management

Decision Management

Flow Management

Seek

        Event analysis 

        Time / Causal patterns

        Statistical patterns

Transaction Log analysis

Statistical patterns

Process Orchestration

Service Orchestration

Model

Event Model

Decision Model

Process Model

Adapt

-

-

-

Note: the above table is incomplete as I am missing some information and will update it shortly.

  • For more, refer to the following public Gartner research articles:
    • G00213721
    • G00219274
    • G00214729
    • G00227539

PS: Thanks to my colleague Vikas Grover for useful edits to this post.

Thursday Dec 29, 2011

Getting Social with BPM in 2012

Over the last few months i have come across numerous perspectives in blogs (from leading research firms such as Forrester, Gartner etc.) and marketing collateral from vendors (including mega-vendors and pure-play BPM vendors) on the promise of Social BPM. Analysts and BPM vendors are undivided in heralding Social BPM as a key trend for BPM in 2012. Just about every BPM vendor is making claims of delivering Social capability in their BPM offering. After all why wouldn't they, Social is the new buzzword and by some measure every technology (software or hardware) that has any human interaction seems like a suitable candidate for being labeled as Social.

Most vendors define Social BPM as the use of Web2.0 technologies to drive BPM efforts in terms of discovering, developing and fine-tuning business processes with their BPM tools. However, this view is rather narrow given the amplification, or should i say buzz, the term Social BPM is conjured to generate. I believe there is more to Social BPM that just integrating Web 2.0 technologies such as portals, IM etc. to aid the usage of the BPM tools sets with improved collaboration. Suspend disbelief in my claim for just a little bit longer and allow me to build my case on the business value of BPM.

Business priorities are centered largely on three things - Revenue, Cost and Customer Satisfaction. The fundamental value of BPM lies in empowering businesses to achieve efficiency, agility (in terms of responsiveness to change) and visibility (in terms of business operations insight) through process standardization and streamlining. BPM enables revenue up-lift from better lead-to-cash processes, cost rationalization through streamlined back-office and operational processes and improved customer satisfaction through conformance to customer/partner SLAs. However the promise of Social BPM as envisioned today i.e.limited to process discovery, design and development by incorporating multiple voices through Web2.0 technologies, does little to drive business value in terms of the above. 

Beyond leveraging Social capabilities in BPM tools through Web 2.0 technologies, a more business centric use-case for Social BPM could be leveraging external and internal Social networks to augment existing business process. For instance, HR processes for talent acquisition could be integrated with professional Social networks such as LinkedIn to source candidates and perform background checks. Similarly, Sales processes such as Lead generation could be integrated with personal Social networks such as Facebook to drive advertising leads into the sales funnel. Yet another example could be of linking customer feedback and review from recommendation networks such as Yelp into product planning processes to provide a constant stream of customer intelligence, in terms of needs and satisfaction levels.

Clearly there is more to Social BPM and i believe we are still scratching the surface.

Look forward to hearing your thoughts on how you are envisioning Social BPM in your business.

About

A business centric perspective on Private Cloud, Data-center Modernization and EAI.

Author:
Sanjeev Sharma
Twitter: @sanjeevio

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