Making Social BPM Mean Business - BPM 2012, Tallinn

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The ever-changing version of my social BPM tutorial, this time for the BPM 2012 academic/research conference in Tallinn, Estonia.

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Making Social BPM Mean Business - BPM 2012, Tallinn

  1. 1. Making Social BPM Mean Business How social tools can change how you run your business BPM 2012, Tallinn EstoniaSandy Kemsley l www.column2.com l @skemsley
  2. 2. Slides at www.slideshare.net/skemsley Copyright Kemsley Design Ltd., 2012 2
  3. 3. Agenda l Part 1: History and technology l How social changes everything l What is social BPM? l Social BPMS features l Part 2: Social BPM in business l Benefits and impacts l Organizational barriers Copyright Kemsley Design Ltd., 2012 3
  4. 4. How Social ChangesEverything Copyright Kemsley Design Ltd., 2012 4
  5. 5. Consumer Tools Set Expectations l Consumption l Participation l Creation l User experience l Access anywhere Copyright Kemsley Design Ltd., 2012 5
  6. 6. Bring Your Own Device (BYOD) l Customers and employees want to choose: l Computer l Browser l Smartphone l Tablet l App l API border is the new security perimeter Copyright Kemsley Design Ltd., 2012 6
  7. 7. Linking External Social PresenceTo Core Business Processes l Changes the customer relationship l Extends the ends of the process l Increases external collaboration l Forces operational transparency Copyright Kemsley Design Ltd., 2012 7
  8. 8. A History Of Social BPM Copyright Kemsley Design Ltd., 2012 8
  9. 9. What Is Web 2.0? l Consumer-facing social software l Software as a service l User-created content l Lightweight development models for mashups Copyright Kemsley Design Ltd., 2012 9 Source: www.theconversationprism.com
  10. 10. Web 2.0 Examples l Gmail: rich interface, constantly upgraded l Wikipedia: content from many authors l Google Maps: open API adds to other apps Copyright Kemsley Design Ltd., 2012 10
  11. 11. What Is Enterprise 2.0? l Also known as enterprise social software l Business purpose, not purely social: l Social interaction to strengthen weak ties l Social production to collaboratively produce content l SaaS or on-premise Copyright Kemsley Design Ltd., 2012 11
  12. 12. E2.0 For Social Interaction l SocialBlue (Beehive), IBM’s internal social network Copyright Kemsley Design Ltd., 2012 12
  13. 13. E2.0 For Social Production l BTpedia, British Telecom’s internal wiki Copyright Kemsley Design Ltd., 2012 13
  14. 14. Drivers For Social BPM l Changing user expectations l Working style l Access to information l Collaboration l Benefits of distributed co-creation l Involvement at all levels of value chain l Models more accurately capture process l Greater agility for BPMS implementation Copyright Kemsley Design Ltd., 2012 14
  15. 15. The Extremes Of Work Routine Knowledge Work Work Copyright Kemsley Design Ltd., 2012 15
  16. 16. Goals Of Work TypesRoutine Work Knowledge Workl Efficiency l Flexibilityl Accuracy l Assist human knowledgel Process improvement workl Automation l Collect artifactsl “Classic” BPM l Adaptive Case Management (ACM) Copyright Kemsley Design Ltd., 2012 16
  17. 17. Characterizing The ExtremesRoutine Work Knowledge Workl A priori process model l No a priori modell Controlled participation l Collaboration on demandl Automatable, especially l Little automation, but with service integration, guided by rules and rules and events events Copyright Kemsley Design Ltd., 2012 17
  18. 18. Structure SpectrumStructured Structured with Unstructured with Unstructured• e.g., automated ad hoc pre-defined • e.g., investigations regulatory process exceptions fragments • e.g., financial back- • e.g., insurance office transactions claims Copyright Kemsley Design Ltd., 2012 18
  19. 19. Dimensions Of Work l Structured to unstructured l Controlled to collaborative l Internal to external participation Structure Collaboration External Socialization Copyright Kemsley Design Ltd., 2012 19
  20. 20. Collaboration SpectrumPredefined participants Select from predefined Select any participants,• Each task in process set of participants or participant self- assigned to specific • e.g., send to colleague for selection roles/participants at design assistance • e.g., social production time or instantiation Copyright Kemsley Design Ltd., 2012 20
  21. 21. External Socialization SpectrumInternal only Expose status to Include external• All tasks in process external parties workers in process completed by internal • e.g., send milestone • e.g., route task to trading resources alerts to customer partner for completion Copyright Kemsley Design Ltd., 2012 21
  22. 22. Timeline Of Social BPMS2005 2006 2007 2008 Term “Web Term 1st academic Process 2.0” “Enterprise workshop on feeds popularized 2.0” coined social BPM SaaS Rich browser collaborative Mashups in interfaces in process BPMS BPMS discovery Copyright Kemsley Design Ltd., 2012 22
  23. 23. Timeline Of Social BPMS2009 2010 2011 2012 Social BPM public Process “Social BPM” presence communities/ activity book links to core marketplaces streams published processes Academic Mobile BPM paper on Event-driven Process interfaces BPM and processes tagging become Twitter mainstream IM and presence integration Copyright Kemsley Design Ltd., 2012 23
  24. 24. Social BPMS Capabilities Copyright Kemsley Design Ltd., 2012 24
  25. 25. Social And EnterpriseApplications NEW 25
  26. 26. Social As A Feature, Not AnApplication l Changes the internal user capabilities l Flexibility l Visibility l Participation Copyright Kemsley Design Ltd., 2012 26
  27. 27. Collaborative Process Modeling l Multiple people participate in process discovery, modeling and documentation l Internal and external participants l Technical and non-technical participants l Preserves institutional memory l Facilitates cross-silo collaboration and innovation Copyright Kemsley Design Ltd., 2012 27
  28. 28. Collaborative Process Modeling 28
  29. 29. Collaborative Process Modeling 29
  30. 30. Dynamic Process Runtime l User can add participants from own network or recommended expert l Non-participant can opt-in to process l Audit trail captured within BPMS l Eliminates uncontrolled email processes l Captures patterns for process improvement Copyright Kemsley Design Ltd., 2012 30
  31. 31. Dynamic Process Runtime 31
  32. 32. Process Event Streams l Timeline of activity for social monitoring l Process models during creation l Process instances during execution l Publish/subscribe model to “watch” certain processes or event types l Direct link to underlying process model or instance for unsolicited participation l Usually mobile-enabled Copyright Kemsley Design Ltd., 2012 32
  33. 33. Process Event Streams 33
  34. 34. Additional Social BPM Features l Presence l Instant messaging l Expert recommendations l Instance comments and tagging l Social sentiment l Best practices wiki Copyright Kemsley Design Ltd., 2012 34
  35. 35. Online BPM Communities l Provide idea exchange, tools, samples l Internal center of excellence l Private discussion forums/collaboration l Process model/instance activity stream l Internal experts l External communities of practice l Augment internal BPM center of excellence l May be vendor specific/sponsored l BPM marketplace Copyright Kemsley Design Ltd., 2012 35
  36. 36. Online BPM Communities 36
  37. 37. BPM In The Cloud l Reduce capital costs l Full capabilities of on-premise version l Design and run from anywhere l Key targets: l Business process outsourcers l Small and medium business l Business-to-business processes Copyright Kemsley Design Ltd., 2012 37
  38. 38. BPM In The Cloud 38
  39. 39. Social Task Management l Collaborative task creation and management l End-user driven l Lightweight functionality l Cloud-based Copyright Kemsley Design Ltd., 2012 39
  40. 40. Social Task Management 40
  41. 41. Social BPM Benefits AndImpacts Copyright Kemsley Design Ltd., 2012 41
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  45. 45. Social BPM Business Benefits l Weak ties/tacit knowledge exploitation l Knowledge sharing l Social feedback l Transparency l Participation l Activity and decision distribution (crowd- sourcing) Copyright Kemsley Design Ltd., 2012 45 Source: Brambilla et al, “A Notation for Social BPM”
  46. 46. Social BPM Economic Benefits l RIA and lightweight development models lower development costs and TCO l Fast graphical development l End-user composition l No desktop installation l Software as a service lowers capital costs l Runtime collaboration lowers cost and latency of process modeling Copyright Kemsley Design Ltd., 2012 46
  47. 47. Social BPM Evolution 47 Source: Infosys Research
  48. 48. Social BPM Challenges l Hybrid models that include all work dimensions l Runtime UI for defining processes and adding participants l Management of unstructured and collaborative processes l Cultural shifts required by IT, business users and management Copyright Kemsley Design Ltd., 2012 48
  49. 49. Need For A Social ModelingNotation Copyright Kemsley Design Ltd., 2012 49 Source: www.bpm4people.org
  50. 50. Social Creates Big Data l Changes business analytics and decisioning l Monitor and respond to events, not just outcomes l Sentiment analysis l Next best action Copyright Kemsley Design Ltd., 2012 50
  51. 51. Cultural Shifts For Social BPMNEW Copyright Kemsley Design Ltd., 2012 51
  52. 52. Participatory Culture l Time and resources explicitly allocated l For collaboration l For co-creation l All stakeholders expected to participate l Appropriate tools provided l Input considered regardless of level and technical skills of participant NEW Copyright Kemsley Design Ltd., 2012 52
  53. 53. Transparency And Openness l Allow internal users to see all information l Set open as default, override for specific exceptions l Allow access to external stakeholders l Customers, business partners should see their own information l Enables easier knowledge dissemination l Provides context for problem-solving and collaborationNEW Copyright Kemsley Design Ltd., 2012 53
  54. 54. Management Style Of Trust l Allow workers to deviate from pre-defined workflow when appropriate l Management must allow sufficient autonomy l Workers must feel comfortable creating/modifying processes l Allow workers to collaborate with resources of their choice l Assign work or ask assistance l Internal and externalNEW Copyright Kemsley Design Ltd., 2012 54
  55. 55. Rewards And Incentives l Set expectations for participation l Reward for collaboration and process improvement l Reward for customer service over efficiency l Reward teamwork over individual effortNEW Copyright Kemsley Design Ltd., 2012 55
  56. 56. Organizational Barriers To AdoptionNEW Copyright Kemsley Design Ltd., 2012 56
  57. 57. Rigidly-Defined Workflows l Systems enforce flows, even when inappropriate l Participants pre-assigned based on corporate hierarchy l Changes difficult and time-consuming l Email work-arounds commonNEW Copyright Kemsley Design Ltd., 2012 57
  58. 58. Efficiency Before Service l KPIs target efficiency rather than service levels l Internal automated processes l No links/exposure to customers NEW Copyright Kemsley Design Ltd., 2012 58
  59. 59. Authoritarian Management Style l Authorization required for deviation from pre-defined procedure l Users not empowered to “do the right thing” l Users stuck in comfort zoneNEW Copyright Kemsley Design Ltd., 2012 59
  60. 60. Privacy/Security Concerns l Information hidden by default, creating “information fiefdoms” l Limited online customer access or collaboration l Misunderstanding of regulations/lawsNEW Copyright Kemsley Design Ltd., 2012 60
  61. 61. Getting Started With SocialBPM Copyright Kemsley Design Ltd., 2012 61
  62. 62. The Customer Is Part OfThe Process l Think “outside the firewall” when modelling processes l Link external social presence to core business processes l Support mobile and other non-corporate platforms Copyright Kemsley Design Ltd., 2012 62
  63. 63. Let Workers Do The Right Thing l Dynamic/adaptive processes l Collaboration within and outside organization l Publish/subscribe activity streams Copyright Kemsley Design Ltd., 2012 63
  64. 64. Identify And Enable InherentlySocial Processes l Find the sources of “email collaboration” l Enable social features if available, or provide social platform Copyright Kemsley Design Ltd., 2012 64
  65. 65. Monitor Events, Not Outcomes l Activity streams to track process progress l Predictive analytics for proactive problem detection l Event updates available to customers Copyright Kemsley Design Ltd., 2012 65
  66. 66. Sandy Kemsley Kemsley Design Ltd.email: sandy@kemsleydesign.comblog: www.column2.comtwitter: @skemsley Copyright Kemsley Design Ltd., 2012 66

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