Vad har våra kunder runt om i världen åstadkommit med sina BPM-satsningar. Vi berättar även vad som händer inom området idag och imorgon och vad IBMs förvärv av Lombardi innebär. Talare: Russell Acton, Lombardi Sales Director EMEA på IBM. Denna presentation hölls vid ett seminariepass för WebSphere på IBM Software Day 2010.

1. V ä l k o m m e n
t i l l S e m i n a r i e r u m 7
V ä l j k a n a l 7
t h
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2. B P M T r e n d s
“ W h a t h a v e w e l e a r n e d
a f t e r 1 0 y r s o f B P M ? ”
R u s s e l l A c t o n , D i r , E M E A – I B M L o m b a r d i
t h
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3. What do we mean by BPM?
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4. What do we mean by BPM?
People Information Systems
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5. Early projects focused on ‘Automation’
“We were along for the ride “
For good reasons
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6. External Factor - Change, at speed
We compete in a Global Market
New competitors
From ‘left field’
New regulations
Whole new markets
The speed of change in the market is bewildering
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7. External Factor - Complexity
Market Forces
New Market Entrants
Global operations
Skill shortages
Mergers & Acquisitions
Complex Supply chains
Complex Organisational Structures
Markets are Global and increasingly complex
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8. Observation 1 – Collaboration drives success
“Everyone has a role to play”
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9. Get it right and the rewards are high....
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10. Observation 2 – Project to Programme
Emergence of ‘Productivity Factories’
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11. Get it right and the rewards can be high....
“Re-emergence as a Global Automotive force” Paul
Nussbaum – VP Ford, IMPACT 2010
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12. Observation 3 – The way you do it matters?
Iterative methodologies have proven to work well for business led processes
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13. Observation 4 – Strategy to Execution, CEO attention
How can I get my
organisation to respond, with
urgency?
How can I get ‘world class’
results from my people?
How do I commoditise the
‘day to day’ operation
Move towards ‘Effectiveness’, not just ‘Efficiency’
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14. Get it right and the rewards can be high....
“Survival in the economic downturn” –
IMPACT 2010
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15. Observation 5 – Have adopters meet expectations?
Continuously driving efficiency
Continuously driving effectiveness
Gained insight
Feeds to strategy decisions
Closed the loop with Strategy
Predicts the impact of change
Delivered measurable results
Audit trail of activities
A more motivated work-force – really!
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16. Summary - How did the leaders start?
One step at a time
Problem by problem
A compelling or strategic issue
Think big, Start small, scale fast
Create a cross functional project team
“Decide carefully where to begin”
The full factory comes later
Focus on the ‘approach’
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17. Observation – When does it go wrong?
Business abdicates responsibility
IT too focused on technology
Starting too big
Using external resources the
wrong way
Using commercial methodologies
Lack of Executive oversight
A combination of People, Methodology & solutions
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18. What does Lombardi mean for IBM?
A Complete End to End capability – for the whole
spectrum of processes
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19. Future Direction for BPM
• Beyond the
Factory
• Productivity
made personal
• Importance of
Mobile Devices
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20. Value of BPMS as a
Productivity Accelerator
“Continually accelerating our time to solution and
improving business processes is crucial for Aviva.
IBM Lombardi gives us the tools and expertise to help
make this happen. It’s critical to our productivity, our
bottom line and competitive approach.”
Toby Redshaw, Global CIO, Aviva plc
2009
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21. Thank you
Questions?
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