Business processes are not your business


Published on

BPM is hot, but has some limitations and deficiencies. In this presentation, we explore the need for a more interaction-focused approach that we call Business Interaction Management (BIM)

Published in: Business, Technology
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Business processes are not your business

  1. 1. Business Processes are NOT your Business the case for Business Interaction Management Marc Buyens Notes accompany this presentation. Please select Notes Page view. These materials can be reproduced only with Gartner’s official approval. Such approvals may be requested via e-mail —
  2. 2. contents a Business Process... – what is it? – what does it look like? – what’s wrong with it? the case for Business Interaction Management envisioning Business Interaction Management
  3. 3. a Business Process WHAT is it?
  4. 4. what is a Business Process? Process A business process is a set of coordinated tasks and activities, conducted by both people and equipment, that will lead to accomplishing a specific organizational goal. Business process management (BPM) is a systematic approach to improving those processes.
  5. 5. what is a Business Process? Process At its most generic, any set of activities performed by a business that is initiated by an event, transforms information, materials or business commitments, and produces an output. Value chains and large-scale business processes produce outputs that are valued by customers. Other processes generate outputs that are valued by other processes.
  6. 6. what is a Business Process? Process A business process is how an organisation does its work — the set of activities it pursues to accomplish a particular objective for a particular customer, either internal or external. Thomas H. Davenport, professor of information technology and management and the academic director of the Process Management Research Center at Babson College in Wellesley, Massachusetts
  7. 7. a Business Process what does it LOOK like?
  8. 8. what does it LOOK like?
  9. 9. what does it LOOK like? IDS Scheer AG, ARIS
  10. 10. what does it LOOK like? Metastorm ProVision Business Process Analysis
  11. 11. a Business Process what’s WRONG with it?
  12. 12. what’s WRONG with it? nothing, really…
  13. 13. nothing really, but… it is about… HOW we do things
  14. 14. nothing really, but… “If there is one device that has destroyed more innovation than any other, it is Six Sigma” Mark Fishman, MD, president of the Novartis Institutes for BioMedical Research
  15. 15. nothing really, but… it is essentially about NOW and about STRUCTURE
  16. 16. nothing really, but… it is essentially about… US
  17. 17. nothing really, but… business processes reach endpoints…
  18. 18. nothing really, but… “At the moment we cross the border of our process workspace, we reach endpoints, not to say wastebaskets. The business process ends. We passed the Pillars of Hercules where the sea falls into an endless chasm.” BIM white paper
  19. 19. nothing really, but… is there life at the other side? side
  20. 20. the case for Business Interaction Management (BIM)
  21. 21. Business Interaction Management is the field of expertise that encompasses the planning, the design and the control of how a company's business processes interact with the (business) processes of other internal and external parties
  22. 22. Σ (interactions) = your_business
  23. 23. the new economic order market market lead partner B lead partner B lead partner A lead partner A coordinator B coordinator B coordinator A coordinator A contributor A contributor A contributor C contributor C contributor B contributor B
  24. 24. the war for against talent 24.600 layoffs 7,5% of workforce HP-EDS merger
  25. 25. tacit interactions “Tacit interactions are becoming central to economic activity. Making those who undertake them more effective isn’t like tweaking a production line. McKinsey Quarterly
  26. 26. the interaction as the real product Own the Customer’s Total Experience Patricia B. Seybold
  27. 27. envisioning Business Interaction Management
  28. 28. not about reengineering processes, processes but about designing a business instead of designing process building blocks that stack up into the sky (and hopefully towards our objectives), we must design our business top-down by defining the interactions we want with all parties involved not events, not inputs and outputs become the delimiters of business processes, but interactions become the primary controls interactions become the purpose of business processes, instead of the unfortunate consequence
  29. 29. designing the business… company company i1 { time, i3 { time, i2 { time, content, content, content, form, form, form, quality, quality, quality, emotion, emotion, emotion, …} …} …} partners customers employees partners customers employees
  30. 30. designing the business… company company i2 { time, content, form, quality, emotion, …} i21 { time, content, form, i22 { time, content, form, i23 { time, content, form, quality, emotion, …} quality, emotion, …} quality, emotion, …} customer1 customer2 customer3 customer1 customer2 customer3
  31. 31. designing the business… customer107 customer107 i2107 { time, content, i325 { time, content, process form, quality, form, quality, stuff emotion, …} emotion, …} employee25 employee25
  32. 32. designing the business…
  33. 33. annex
  34. 34. Creative Commons clairity FaceMePLS Marcin Wichary ButterflySha nailbender AngelsWings Jaap Steinvoorte Araleya littledan77 jenny downing Lessa0502 clip works
  35. 35. Creative Commons Araleya @ clairity @ clip works @ FaceMePLS @ Jaap Steinvoorte @ Lessa0502 @ Marcin Wichary @ AngelsWings @ ButterflySha @ nailbender @ littledan77 @ jenny downing @
  36. 36. Resources Original BIM white paper – BIM twine – interaction-management-bim or via