The End of the Beginning,
NOT the Beginning of the End,
for Business Process Management.
BPM in the First Wave
(Where Most Still Are Today)

Phase One of BPM. . .
Cross-Application Integration
Managing Screen-Fl...
Driving Compliance and Scalability by
Automating Predefined Workflows
BPM Processes Are Deterministic,
Where All Possible ...
The 2nd Major Revolution in IT Architecture
The Relational Era
40 Years of Data-centric
Application Design

1970
Message-o...
BPM Evolves to Address New Realities
of Digital Business
Accommodating More Comprehensive, Dynamic Process Lifecycles
From...
Structured Workflows vs.
Case Management Processes
Defined
Start Point

In Between the Process Follows a Predefined Path o...
Handling Unpredictable, Data-Driven,
Customer-centric Processes

An Event Occurs
Which Launches a
New Process / Case

Busi...
Why you want to act sooner not just faster.
Business
Value
Business-relevant Event Occurs
Value Available
Through Earlier
...
Why you want to act sooner not just faster.
Business
Value
Move to the point of
action to here. . .
…from here.

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

Meet Your Customers
for the Next 20 Years
What’s Next?
What’s Next?
How will you keep pace and still
innovate in the post-relational,
post-PC, Internet of Everything
digital marketplace?
Customer-centric, Dynamic Process Example:
Financial Advisor Meeting With a Client for Their Annual Review

4

1

A Financ...
BPM Going Forward:
The Next 12 Months and Beyond
Shift From Efficiency to Effectiveness
Success Metrics and Performance Ob...
Getting Started With BPM:
Picking the Right Targets
As a starting point, avoid processes that:
√ are already well-defined,...
Complex

Getting Started With BPM:
Picking the Right Targets

Degree of Difficulty

High Value,
High Risk

Likely
Target A...
Getting Started With BPM:
Asking the Right Questions
What Metrics Provide the Best Measurement of Success for This Process...
Business Process Management,  Millennials, Mobility and the Future of Digital Business
Upcoming SlideShare
Loading in …5
×

Business Process Management, Millennials, Mobility and the Future of Digital Business

862 views
661 views

Published on

Converging trend lines across Consumerization, Social, Mobile and Cloud computing present a wellspring of new opportunities for engaging customers and empowering knowledge workers. Yet while it is the truly the combined impact of these trends that is collectively so profound, it is hard to argue against the notion that Mobile stands out as the singularly most disruptive matter.

The influx of mobile devices has already begun to change business processes and interaction patterns faster than many existing applications can keep pace. Mobile devices (both tablets and smartphones) are rapidly becoming the dominant form of personal computing, and for a growing segment of many markets, it is the primary (of not sole) interface to customers. Yet few enterprise are fully leveraging the truly transformative opportunity presented by having a 24/7 persistent connection to their customers.

How will you keep pace and still innovate in the post-relational, post-PC, Internet of Everything digital marketplace? BPM offers a critical leverage point for enabling this transformation. This presentation explores how BPM has emerged as the most promising platform for enabling customers and knowledge workers to interact with your business via mobile apps. BPM is uniquely able to smooth the user experience and coordinate the process-level integration to existing systems that provide content and context.

Some topics addressed in this presentation:

• How the "richness" of the user experience that mobile apps offer will alter the behavior of the underlying processes, forcing the process to bring together content and manage context, often quite different than existing interaction patterns.

• Why despite an “always connected” metaphor, engaging with customers over mobile devices will require mission critical apps to be re-architected to accommodate intermittent connections.
The role of process governance with social collaboration and mobile communications in the context of FINRA and SEC compliance.

• How to leverage the combined strength of mobile apps and the “transactional thread” of BPM to ensure that “state” is maintained in multi-step processes, from the cloud to the contact center to back-office operations.

Published in: Business, Technology
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
862
On SlideShare
0
From Embeds
0
Number of Embeds
67
Actions
Shares
0
Downloads
29
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

Business Process Management, Millennials, Mobility and the Future of Digital Business

  1. 1. The End of the Beginning, NOT the Beginning of the End, for Business Process Management.
  2. 2. BPM in the First Wave (Where Most Still Are Today) 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
  3. 3. 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.
  4. 4. The 2nd Major Revolution in IT Architecture The Relational Era 40 Years of Data-centric Application Design 1970 Message-oriented middleware (MOM) Extraction & Transformation 1995 2013 2020 Cloud Architecture Predictive Analytics Client/Server Architecture Semantic Integration Transaction Processing Mobile, Social, Cloud Data Synchronization Process of Everything The Big Data Era
  5. 5. BPM Evolves to Address New Realities of Digital Business Accommodating More Comprehensive, 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 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
  6. 6. Structured Workflows vs. Case Management Processes Defined Start Point In Between the Process Follows a Predefined Path or Otherwise Fails Defined End Points 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.
  7. 7. Handling Unpredictable, Data-Driven, Customer-centric Processes An Event Occurs Which Launches a New Process / Case Business Rules, Policies and Processes Are Run Against Case Data Ensuring continuity across multiple channels, including mobile devices with inconsistent connectivity Prepare Document “Intelligent Capture” Information is Captured and Added to the Case Analytics Help Define How the Case is Processed The Case is Completed When Criteria is Met Process Application A Library of Process Fragments Can Be Called on to Automate Mundane Tasks or Regulated Processes
  8. 8. Why you want to act sooner not just faster. Business Value Business-relevant Event Occurs Value Available Through Earlier Notification Event Data Captured Analysis Delivered Value Available From Faster Decisions Action Taken Time Data Latency Analysis Latency Infrastructure Latency Decision Latency SOURCE: Adapted from Hackathorn, R. (2002); zur Muehlen, M (2010)
  9. 9. Why you want to act sooner not just faster. Business Value Move to the point of action to here. . . …from here. Time Leverage BPM with mobility and analytics to shift the point to which business events become actionable.
  10. 10. Meet Your Customers for the Next 20 Years
  11. 11. Are you ready? Meet Your Customers for the Next 20 Years
  12. 12. What’s Next?
  13. 13. What’s Next?
  14. 14. How will you keep pace and still innovate in the post-relational, post-PC, Internet of Everything digital marketplace?
  15. 15. Customer-centric, Dynamic Process Example: Financial Advisor Meeting With a Client for Their Annual Review 4 1 A Financial Advisor (FA) conducts client annual review – determines client needs additional life insurance. 3 The FA hits the “Mayday” button and spawns a live video chat with an underwriter. “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. 2 FA brings up an insurance application on tablet and fills out with the client. 6 5 The home office receives the application electronically, underwrites the policy and electronically issues and sends the policy to FA. 6 The FA can choose to print the policy or send an electronic copy securely to the client.
  16. 16. BPM Going Forward: The Next 12 Months and Beyond Shift From Efficiency to Effectiveness Success Metrics and Performance Objectives are Increasingly Revenue-Focused not Cost-Driven Focus on Response Time and Customer Experience New Investments Must Anticipate Multiple/Legacy BPMS installations Transparency of Business Operations Increasingly Means Gaining Visibility Beyond Core Business Systems Delivering the Ability to Measure Performance & Progress in Holistically, Across the Entire Process
  17. 17. Getting Started With BPM: Picking the Right Targets 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 stakeholders, end users, and customers.
  18. 18. Complex Getting Started With BPM: Picking the Right Targets Degree of Difficulty High Value, High Risk Likely Target Area Simple Limited Value, Low Visibility Tactical Alignment With Business Goals Strategic
  19. 19. Getting Started With BPM: Asking the Right Questions What Metrics Provide the Best Measurement of Success for This Process? Are the Terms (Vocabulary) Consistent and Mutually Understood? Who Benefits From The New Process or System? How Will This Improve The Customer’s Experience? 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? How Do We Engage Our Customers’ Perspective in the Understanding and Definition of the Business Process? (“voice of the customer”)

×