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

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  • 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

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