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IBM Impact chat: Beyond Process - The Future of BPM
 

IBM Impact chat: Beyond Process - The Future of BPM

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IBM Impact video chat with Kramer Reeves, Eric Herness and Social Strategist Ryan Boyles held on December 5th 2013. ...

IBM Impact video chat with Kramer Reeves, Eric Herness and Social Strategist Ryan Boyles held on December 5th 2013.

More information about IBM Impact 2013 http://ibm.com/impact

See video chat replay on livestream.com http://bit.ly/GXnxXV

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  • Show connection to MDM, Content, data cap (ecm) and also general content, ODM, ADM (SPSS),*** SAP *** Get with Gregger & Marc Smith Get to systems of engagement Horizontal roles chart SF bridge chart Pull out vis/col/gov Pull out 8 & 10 Get to 12 quickly Get the whiteboard diagram in there Throw in mckenzie early Then get into whiteboard chart Kill 14 Got to 15-24 Then come back to 12 (move it) Then go into MDM &SAP & Mobile (chart for each) Base template off of chart 12 25-27 these are fine 28 – change this to “Total BPM team” One place holder – ask Hadron? - after 24 “BPM/Case directions”?? Got to get proj-program in there (after 11) Add a sparklers chart! 17, 20, 23 - references
  • Gartner predicts that by 2014, 10 of today’s largest companies may no longer exist. And it will be because of unsustainable business processes. Those business processes that couldn’t be tamed and that affected business operations so adversely that it brings down successful, large companies. While the pay off from effective and efficient processes has an immense up-side for the leaders, the laggards will go out of business. Its not surprising that the consequences to bad processes is so catastrophic. In a world with low customer switching costs, and hyper-competition, companies must derive every advantage they can from technology to get ahead and stay ahead. In this increasingly connected environment, even a single bad customer interaction goes viral on every device that people carry. The company’s best intent needs to be executed flawlessly every single time. The ability for frontline staff and operational systems to do the right thing, even in the face of quickly emerging situations is no longer a nice to have. This is enabled by effective business operations that are a company’s business processes.
  • One of the key trends in improving business operations is the “consumerization of change”. This trend is re-working our process landscape by enabling business users to own more and more of the operational changes that occur continuously. Today’s BPM tools must be more accessible, easier to use and they must empower process participants to agents of change. These tools must also support a sophisticated coordination of work across multiple channels, multiple people, and multiple domains. These tools represent an opportunity for IT to enable knowledge workers to own the operational aspects of the systems while IT teams maintain strict governance of the deployments or technology.  
  • Platform for implementing & managing enterprise processes , large & small … … provides integration across enterprise systems of record With V8, with the breadth of our vision as well as the breadth of our implementation as reflected in V8, for the first time, we can start to imagine truly a complete set of enterprise, end-to-end enterprise processes being modeled and maintained in V8 and actually being hooked up to the elements of our infrastructure that I have run in, all of the silos of automation that I need to bring a process understanding to but which today stand on their own.   Up until now, we have lived in an app-centric world. And whether the app was SAP or CRM or whatever that app might have been, we tended to view and our business people tended to view their universes pretty much as defined by those apps. We are now starting to understand as our organizations are expanding globally, as we are operating in many, many different geographies and those geographies have different implementations often, as our ecosystems of engagement are more and more metrics and more and more of supply chains, for example, are being managed across many organizations which have disparate applications.   We have to have a different idea and a different conception of how we actually manage our businesses so that we can still achieve the agility and those real-time levers that we can pull to change the behaviors which will change outcomes of this big complicated machine we have. We need a new organizing concept that is bigger than just siloed applications. I think that concept is process, and so what V8 has done on one of the two very strategic thrusts of V8 is to start integrating more natively into all of these disparate systems of information that our customers tell us need to be brought into this prism of process.   I need to live within the requirements and testing capabilities of my development framework, and so V8 brings for the first time the ability to link between Rational tooling and the BPM tooling, so that BPM projects can live in the context of even bigger projects across my IT landscape. I have to integrate with technologies like the security management and identity technologies of our Tivoli division. And so Tivoli today embeds IBM Business Process Manager, and it's in the process of converting the content of their governance workflows into IBM Business Process Manager compliant processes as opposed to native workflow engine.   The same thing is happening with our Master Data Management Group, and so MDM technologies and the data in MDM stores, the process governance over all of that data that IBM Business Process Manager is now embedded in those offerings. We do the same thing for unstructured content. And so with V8, for the first time, you can natively access any CMIS compliant ECM system in the world directly from the process designer. You can incorporate that information even more natively into your process no matter where it lives. And finally, with V8, we are shipping an ability to introspect SAP so that I can incorporate those SAP sub-processors into a broader understanding of process across my enterprise.   So bringing all of this together, strategically, the first big thing that V8 does is that it says, wait a second, it conceptualizes process as something a lot bigger than just a process application. It starts to really position the BPM platform as something that is the enterprise system of process by which I can understand the totality of my organization; I can instrument the totality of my organization, and I can communicate and understand my organization using the language of process and having these in-process metrics, again, tie out to my Target Operating Model or whatever my top-line metrics are.” That’s the first thing.   Then, the second thing that V8 really does is it re-imagines the user engagement. So I talked earlier about this requirement to offer richer experiences to participants in the process, more socially aware engagement, the ability to collaborate in real time across my task with other experts that the system has identified using social analytics.   And then, the third thing really tied to that richer user experience is this notion of building in governance over the change itself. And so really, pushing the abilities of this engaging business user oriented software, so that subject matter experts can drive business-led change, governed change, secured change, confident change into their processes and into their decisions in a way that’s never been done before.   So on the back-end, imagining a system of process that spends all of my silos and systems of record, and on the front-end, a business user engagement model and using socially aware technologies and using new social analytics capabilities that mind the data that the process system is spending off in a way that less and less technical people can actually have richer and richer experiences as they complete their tasks and as they drive business-led change through their organization.  
  • Main Point: New technologies and external influencers are combining to drive significant change across a range of industries Script: These technology shifts like cloud, mobile, and social are creating an interconnected economy: 49% of consumers use two or more shopping channels to make a purchase, leveraging reviews, ratings, and pricing information all while browsing the aisles in a retail store Over 70% of banks are reducing risk by analyzing data at an individual client level Medication error rates can be reduced by as much as 55% by integrating medical records and provider data Main Point: Enterprises need a technology platform that can address the escalating demands of new workloads (mobile, APIs, cloud), as well as core traditional ones (batch, Web applications, transaction processing) Script: Meeting the demands of an engaging enterprise creates a whole new set of workload requirements. You must be able to adapt to the workload styles dictated by new technology and market trends. Your core workloads like OLTP, batch processing, and Web applications must interact with mobile Apps, API services, and social conversations. We have also embedded these same capabilities in new form factors like our applications – where you may not even know you are using WebSphere. And we have extended to new business models including public, private, and hybrid clouds with the same consistent programming model. These aren’t just about WebSphere though. Cloud, mobile, social, big data are important initiatives across IBM. It’s a team sport. We are leveraging components from Tivoli and Rational, and the are using WebSphere as a platform for their solutions. These offerings may not be branded WebSphere but rest assured that the investment you have made is being continuously leveraged and extended.

IBM Impact chat: Beyond Process - The Future of BPM IBM Impact chat: Beyond Process - The Future of BPM Presentation Transcript

  • Beyond Process: The Future of BPM © 2012 IBM Corporation
  • Process Defects can Topple Major Global Companies “Between now and year-end 2014, overlooked but easily detectable business process defects will topple 10 Global 2000 companies” ~ Gartner http://www.gartner.com/it/page.jsp?id=15301142
  • Building Blocks to Achieve Smarter Process Empowering business and IT users to manage change Business rules and analytics provide flexibility for repeatable decisions that change frequently Processes can mix structured and unstructured activities, according to business needs Flexible integration interconnects applications and services across the organization3
  • © 2012 IBM Corporation4
  • 2012 Software Analyst InsightsBPM is the System of Engagement for Enterprise ProcessesAn Integrated Platform to Manage Change & Business Operations Process Design Collaboration App Development Governance Task Management Optimization Integration Orchestration Exception Handling Visibility & Analytics Systems of Record Systems of Record Business Other Systems ERP / CRM Enterprise Master Business of Record (SAP) Content Mgmt Data Mgmt Rule Mgmt Analytics5 © 2012 IBM Corporation
  • Consumerizing Change to Coordinate the Way the World Works IBM BPM & Operational Decision Manager IBM BPM & Operational Decision Manager Analytics Social Mobile Cloud IBM BPM and ODM Patterns © 2012 IBM Corporation
  • Impact: The Biggest BPM and ODM Event on the Planet Highlights from Impact 2012Business Process Management & Operational Decision Management had a huge presence in 2012 and we’re expecting even more in 2013! Hear the Latest IBM BPM & ODM 75 BPM & ODM Client Success Story Announcements during General Session Sessions across various tracks 171 Sessions across all of Impact for Analyst 1:1 meetings & briefings BPM & ODM Forbes Business Leadership New Process Innovation Zone in Forum: 23 client sessions for BPM the Solution Center featuring a & ODM multimedia and interactive experience Technology Program: 104 sessions for BPM & ODM 6 Hands-on-Labs (repeating Hundreds of 1:1 client sessions) meetings with IBM Executives & SMEs © 2012 IBM Corporation
  • Questions? Please join us to continue the conversation #IBMImpact Thank You! © 2012 IBM Corporation