"Modern BPM can now unify data from multiple sources and effectively filter it into the business context, providing businesses with actionable insights to find out directly what their customers need is.
"Whilst the split between I and T is probably long overdue in many organisations it must be questioned whether splitting it by appointing separate guardians for each function, plus a CSO, is the most effective approach. The rise in CDOs seems to be suggesting that the ‘data’ within an organisation has a life of its own and doesn’t belong anywhere, this it needs a new and separate guardian."
From the BPM Forum
"The customer journey epitomizes the inherent interdependencies between all of your business processes that have to be addressed to truly improve your business."
"Because of more and more self service (if you like it or not), the customer journey has become a larger part of a process, but it is not the total process itself."
"If the ultimate goal is to deliver customer value (be it savings, revenue, risk reduction, image enhancement, satisfaction), the customer journey is a business process."
"In the IT sector on-boarding is the most important part of the customer journey, it’s the one that matters most for the long term relationship that is to follow. It’s the time when the client gets a first-hand experience of the organisation he has tied up with, which goes beyond the marketing brochures, umpteen presentations and other pitches."
"BPM needs to be invited (or gatecrash) the '4th industrial revolution party', rather than be outside looking in through the window seeing all the other technologies (IoT, ERP, big data) all having fun together."
"This revolution (Industry 4.0) is about coordination between devices, robots and people. BPM is very strong with it. The industrial nature of this revolition is about standardization. BPM is very weak with it. So this may become yet another lost opportunity for BPM. "
-Dr. Alexander Samarin
"As Bill Gates said 'The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will magnify the inefficiency.'"
-Michel van den Hoven
"As I have been working in the field for a while now, where both WfM and (Adaptive) Case Management (being derivates of BPM...) are being applied, I'd say the biggest challenge is understanding when to use what."
"We don't have a consensus on the vocabulary and semantics of Case Management as distinct from traditional BPM. CMMN has been put out there to make up for BPMN's limitations in modeling event-driven state changes across multiple process spaces. The vendor community alread moved on from this debate by ignoring/bypassing BPMN semantics and implementing Case Management semantics in their own idiomatic ways."
"The biggest single problem is thinking that it is "like BPM" and that means that you need a visual programming language. So many times I have see in effect: "Case Management is like BPM but you use CMMN instead" or "BPMN is for BPM and CMMN is for case management" as if that actually resolved the differences."