Predicting the Customer Experience:
A Convergence of Business Process,
Decision Making, and Analytics
Chief Architect for some of Largest BPM Systems in the World,
with Projects Exceeding $200 Million in Total Scope and Inve...
“. . .a discipline involving any combination of
modeling, automation, execution, control,
measurement and optimization of ...
Driving Compliance and Scalability by
Automating Predefined Workflows
BPM Processes Are Deterministic,
Where All Possible ...
Phase One of BPM. . .
Cross-Application Integration
Managing Screen-Flows
Abstracting Business Logic
Enabling Business Con...
The 2nd Major Revolution in IT Architecture
1970 20201995
40 Years of
Application-centric
Data Architectures
Extraction & ...
Shift to “Intelligent BPM” and “Smart Processes” . . .
Leveraging Rules / Policies, Goals and Intelligent Agents
More Agil...
BPM + ODM: Customer-centric Processes
are Data-Driven and Unpredictable
A Library of Process Fragments Can
Be Called on to...
Business
Value
Time
Data
Latency
Analysis
Latency
Decision
Latency
Infrastructure
Latency
Business-relevant Event Occurs
E...
Business
Value
Time
Move to the point of
action to here. . .
…from here.
Leverage BPM and ODM to shift the point to
which ...
Capturing Context & Meaning From Events
Event Processing
Event Detection
& Correlation
Knowledgebase
Event Log & Patterns
...
Intimacy
Expediency
Now
Then
Whether or Not You have a Strategy
Does Change Your Customers’ Expectations.
Meet Your Customers
for the Next 20 Years
Are you ready?
Meet Your Customers
for the Next 20 Years
“60% of smartphone or tablet owners who switched primary
banks in the fourth quarter said that mobile banking capabilities...
“60% of smartphone or tablet owners who switched primary
banks in the fourth quarter said that mobile banking capabilities...
The App is Not Your
Mobile Strategy,
it is the Process!
What’s Next?
What’s Next?
The home office receives the
application electronically,
underwrites the policy and
electronically issues and
sends the po...
How Will You Deliver a
Predictable (and Optimal)
Customer Experience in the post-
relational, post-PC, Internet of
Everyth...
Don’t Do Radio on TV: Process Should Drive Your Mobile
Strategy and Your Customer Engagement Strategy
Meaningful Transpare...
Industry Shift From Efficiency to Effectiveness
It’s No Longer (just) About Saving Money, Today
It’s About Making Money
Fo...
Your Strategy. . .
Develop a “Metrics Culture” Across
Your Organization (not just your own team)
• Know When and How Succe...
Your Strategy. . .
Sell Your Program on Growth vs Cost
• Know Your Metrics and Make Them Visible
• Target Growth Areas Wit...
Your Strategy. . .
Scale Your Team With the Program
• Start With Cross-Functional Team / Skillset
• Release Often – Result...
As a starting point, avoidprocesses that:
√ are already well-defined,
√ are overly complex, or
√ are politically charged.
...
Complex
Tactical StrategicAlignment With Business Goals
SimpleDegreeofDifficulty
Limited Value,
Low Visibility
Likely
Targ...
How Will This Improve The Customer’s Experience?
Who Benefits From The New Process or System?
What Metrics Provide the Bes...
Contact Info:
Nathaniel Palmer
nathaniel@bpm.com
+1 (781) 534-3868 mobile
twitter.com/nathanielpalmer
www.linkedin.com/in/...
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Predicting the Customer Experience: A Convergence of Business Process, Decision Making, and Analytics

  1. 1. Predicting the Customer Experience: A Convergence of Business Process, Decision Making, and Analytics
  2. 2. Chief Architect for some of Largest BPM Systems in the World, with Projects Exceeding $200 Million in Total Scope and Investment Co-author of 12 books on BPM including the “BPMN 2.0 Handbook” and "Mastering the Unpredictable" which reached #2 on the Amazon.com Bestsellers List for IT Was named #1 on the 2011‘Influencer 50’ list ranking the most influential people in the field of BPM Executive Director of the Workflow Management Coalition, the definitive business process association since 1993 Has played active roles in relevant standards and consortia including OMG, OASIS and AIIM The first recipient of the Laureate in Workflow award, a distinction held by select industry leaders worldwide About Nathaniel Palmer
  3. 3. “. . .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?
  4. 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. 5. 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)
  6. 6. The 2nd Major Revolution in IT Architecture 1970 20201995 40 Years of Application-centric Data Architectures 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 To Data-Driven Applications
  7. 7. 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 “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. 8. BPM + ODM: 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
  9. 9. 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 Adapted from Hackathorn, R. (2002); zur Muehlen, M (2010) Why you want to act sooner, not just faster.
  10. 10. 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.
  11. 11. Capturing Context & Meaning From Events Event Processing Event Detection & Correlation Knowledgebase Event Log & Patterns Reporting Dashboards Alerts and Actions Predictive Analytics Simulation Data mining Event Tagging Event Cloud Legacy New Apps Transactional Systems Document Capture & Content Management SOA Middleware as Event Delivery Pipe Social Media/Networks Mobile Devices Actionable Analytics Framework
  12. 12. Intimacy Expediency Now Then Whether or Not You have a Strategy Does Change Your Customers’ Expectations.
  13. 13. Meet Your Customers for the Next 20 Years
  14. 14. Are you ready? Meet Your Customers for the Next 20 Years
  15. 15. “60% of smartphone or tablet owners who switched primary banks in the fourth quarter said that mobile banking capabilities were an “important” or “extremely important” component in their decision to switch, versus only 48% surveyed 6 months earlier.” Source: Mobile Financial Services Tracking Study,” AlixPartners, March 2014
  16. 16. “60% of smartphone or tablet owners who switched primary banks in the fourth quarter said that mobile banking capabilities were an “important” or “extremely important” component in their decision to switch, versus only 48% surveyed 6 months earlier.” Source: Mobile Financial Services Tracking Study,” AlixPartners, March 2014 But Does Your Mobile Strategy Look Like This?
  17. 17. The App is Not Your Mobile Strategy, it is the Process!
  18. 18. What’s Next?
  19. 19. What’s Next?
  20. 20. 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 an 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.
  21. 21. How Will You Deliver a Predictable (and Optimal) Customer Experience in the post- relational, post-PC, Internet of Everything digital marketplace?
  22. 22. Don’t Do Radio on TV: Process Should Drive Your Mobile Strategy and Your Customer Engagement Strategy Meaningful Transparency of Business Operations Requires Gaining Visibility Beyond Core Business Systems, Into the Edge-points of Customer Interaction Focus on the Ability to Measure Performance and Progress in Holistically, Across the Entire Customer Experience Lifecycle BPM and ODM Going Forward: Strategy Take-Aways
  23. 23. 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 The App is Not Your Mobile Strategy, it is the Process! BPM and ODM Going Forward: The Next 12 Months and Beyond
  24. 24. 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)
  25. 25. 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
  26. 26. 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!
  27. 27. As a starting point, avoidprocesses 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
  28. 28. Complex Tactical StrategicAlignment With Business Goals SimpleDegreeofDifficulty Limited Value, Low Visibility Likely Target Area High Value, High Risk Getting Started With BPM: Picking the Right Targets
  29. 29. How Will This Improve The Customer’s Experience? Who Benefits From The New Process or System? What Metrics Provide the Best Measurement of Success? Are the Terms (Vocabulary) Consistent and Mutually Understood? 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? Getting Started With BPM: Picking the Right Targets
  30. 30. Contact Info: Nathaniel Palmer nathaniel@bpm.com +1 (781) 534-3868 mobile twitter.com/nathanielpalmer www.linkedin.com/in/bigdatasmartprocess/

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