1. Predicting the Customer Experience:
A Convergence of Business Process,
Decision Making, and Analytics

2. “. . .a discipline involving any combination of
modeling, automation, execution, control,
measurement and optimization of business activity
flows, in support of enterprise goals, spanning
systems, employees, customers and partners
within and beyond the enterprise boundaries.”
What is BPM?

3. Phase One of BPM. . .
Cross-Application Integration
Managing Screen-Flows
Abstracting Business Logic
Enabling Business Control of Business Processes
Delivering a Transactional Thread Across
Systems
BPM in the First Wave
(Where Most Still Are Today)

4. Driving Compliance and Scalability by
Automating Predefined Workflows
BPM Processes Are Deterministic,
Where All Possible Paths Are
Pre-Determined or Known in
Advance, No Matter How Complex
the Pathways May Be.
The Direction of the Process is
Determined by the Pre-Defined Path
and Current State; State is Determined
by the Preceding Activity.
BPM enables a transactional thread
from application-to-application,
activity-to-activity.

5. The 2nd Major Revolution in IT Architecture
1970 20201995
40 Years of Data-centric
Application Design
Extraction & Transformation
Client/Server Architecture
Transaction Processing
Data Synchronization
2013
Cloud Architecture
Predictive Analytics
Semantic Integration
Mobile, Social, Cloud
Process of Everything
The Relational Era
The Big Data Era

6. Shift to “Intelligent BPM” and “Smart Processes” . . .
Leveraging Rules / Policies, Goals and Intelligent Agents
More Agile Execution Models Allows for Adapting to Meet
Goals, Rather Than Sticking Strictly to Predefined Paths
Allows Separating Automation of Mundane Tasks for
Efficiency, While Keeping the Overriding Focus on
Effectiveness
BPM Evolves to Address New Realities
of Digital Business

7. Accommodating More Comprehensive, Longer-lived
Dynamic Process Lifecycles
From Transactional Data (Control) to Data-Driven (Visibility)
“Data-Driven” = Shift to Information-Intensive,
Adaptable Processes Driven by Analytics, Context,
and External Events
BPM Evolves to Address New Realities
of Digital Business

8. Structured Workflows vs.
Case Management Processes
Defined
Start Point
Defined
End Points
In Between the Process Follows a Predefined Path or Otherwise Fails
Case Management Adapts to the Context of the Case, Guiding the
Outcome Based on the Combination of Defined Goals, Rules/Policies,
Data, and Application of Knowledge Worker Know-How.

9. Customer-centric Processes are
Data-Driven and Unpredictable
A Library of Process Fragments Can
Be Called on to Automate Mundane
Tasks or Regulated Processes
An Event Occurs
Which Launches a
New Process / Case
The Case is
Completed
When Criteria
is Met
Analytics Help
Define How the
Case is Processed
“Intelligent Capture”
Information is Captured
and Added to the Case
Prepare Document Process Application
Business Rules, Policies
and Processes Are Run
Against Case Data
Ensuring continuity across multiple
channels, including mobile devices
with inconsistent connectivity

10. Business
Value
Time
Data
Latency
Analysis
Latency
Decision
Latency
Infrastructure
Latency
Business-relevant Event Occurs
Event Data Captured
Analysis Delivered
Action Taken
Value Available
Through Earlier
Notification
Value Available
From Faster
Decisions
SOURCE: Adapted from Hackathorn, R. (2002); zur Muehlen, M (2010)
Why you want to act sooner, not just faster.

11. Business
Value
Time
Move to the point of
action to here. . .
…from here.
Leverage BPM and ODM to shift the point to
which business events become actionable.
Why you want to act sooner not just faster.

12. Intimacy
Expediency
Now
Then
Whether or Not You have a Strategy
Does Change Your Customers’ Expectations.

13. Meet Your Customers
for the Next 20 Years

14. Are you ready?
Meet Your Customers
for the Next 20 Years

15. What’s Next?

16. What’s Next?

17. How Will Delivering a Predictable
(and Optimal) Customer
Experience change in the post-
relational, post-PC, Internet of
Everything digital marketplace?

18. The home office receives the
application electronically,
underwrites the policy and
electronically issues and
sends the policy to FA.
“Intelligent Capture”
Questions answered, the application is
completed and signed electronically
on the tablet. The client writes a
check to bind the application and the
FA uses the tablet to take a picture of
the check to bind the application.
A Financial Advisor (FA)
conducts client annual
review – determines
client needs additional
life insurance.
The FA can choose to print
the policy or send an
electronic copy securely
to the client.
1
4
The FA hits the
“Mayday” button
and spawns a live
video chat with an
underwriter.
5
6
6
Leveraging BPM and ODM for a Optimal Customer Experience
and Real-Time Response: Financial Advisor Scenario
3
2
FA brings up an
insurance
application on
tablet and fills
out with the
client.

19. Transparency of Business Operations Increasingly
Means Gaining Visibility Beyond Core Business Systems
New Investments Must Anticipate Multiple/Legacy
installations of Workflow, Business Rules, and
Even ODM and BPM
Delivering the Ability to Measure Performance &
Progress in Holistically, Across the Entire Customer
Experience Lifecycle
BPM and ODM Going Forward:
The Next 12 Months and Beyond

20. Industry Shift From Efficiency to Effectiveness
It’s No Longer (just) About Saving Money, Today
It’s About Making Money
Focus on Response Time and Customer Experience
Success Metrics and Performance Objectives are
Increasingly Revenue-Focused not Cost-Driven
BPM and ODM Going Forward:
The Next 12 Months and Beyond

21. Your Strategy. . .
Develop a “Metrics Culture” Across
Your Organization (not just your own team)
• Know When and How Success Will be Measured
• Show Results Frequently and On Time
• Formalize Your Own Customer Experience
Maturity Model (pick one, define one, but use it)

22. Your Strategy. . .
Sell Your Program on Growth vs Cost
• Know Your Metrics and Make Them Visible
• Target Growth Areas With Momentum
• Engage Customers Throughout – Directly
and Through Stakeholders

23. Your Strategy. . .
Scale Your Team With the Program
• Start With Cross-Functional Team / Skillset
• Release Often – Results < 90 Days
• Create a Feedback Look for:
Target -> Results -> Review -> Redeploy
•Get Started!

24. As a starting point, avoid processes that:
√ are already well-defined,
√ are overly complex, or
√ are politically charged.
Look for opportunities and processes that are characterized as:
√ paper-intensive, involving tasks done on a frequent basis (daily),
√ lacking a rigid or controversial definition, and
√ having an immediate and measurably positive impact on
customers, stakeholders and/or end users.
Getting Started With BPM:
Picking the Right Targets

25. Getting Started With BPM:
Picking the Right Targets
Complex
Tactical StrategicAlignment With Business Goals
SimpleDegreeofDifficulty
Limited Value,
Low Visibility
Likely
Target Area
High Value,
High Risk

26. How Will This Improve The Customer’s Experience?
Who Benefits From The New Process or System?
What Metrics Provide the Best Measurement of Success for This Process?
How Do We Engage Our Customers’ Perspective in the Understanding and
Definition of the Business Process? (“voice of the customer”)
Are the Terms (Vocabulary) Consistent and Mutually Understood?
How Many Systems Need to be Accessed to Perform this Process?
Will the Users of the Process Measure Success the Same as Other
Stakeholders and/or Sponsors?
Getting Started With BPM:
Asking the Right Questions