BPM.com

"Most customers are looking for very targeted optimization of process around touch points. They're not saying, 'We're going to look at our entire end to end quote-to-cash process' They're saying, 'Okay there's two or three points in this process where we think we can improve the process, and that's going to have an impact on the customer experience.'"
-Clay Richardson

"There will soon be a Siri for work, but it will be laser-focussed on each particular vertical, configured to produce amazing results in the completion of a few specific tasks, and it will even talk to you like any other colleague does."
-Srini Ramaswamy

"In order to achieve operational alignment, there must be a clear path that maps strategy to execution: a direct link from the strategic goals in the high-level business model, through IT development and management practices, to the systems, activities and roles that make the business work."
-Sandy Kemsley

"If there’s one thing that kills morale, kills passion and kills productivity within a company, it’s process. Layer upon layer of sticky, red tape 'must do’' that feels more akin to sledging your way through a muddy swamp than getting any real work done."
-Jeff Boss

From the BPM Forum

"Change is scary. And man, getting rid of something where we invested in hundreds of thousands... you better have a rock solid business case. But honestly, even if such a business case including all calculated risks etc. exists, it still will be hard to get rid of it. Not because it's difficult, costs too much. But because we're humans..."
-Walter Bril

"There is no inefficient neither efficient processes per se. What one may consider as inefficient may be very much efficient for some stakeholders ;)"
-Anatoly Belaychuk

"When it comes to automating processes, I have long observed that we go through two steps. The first step is automating what was previously a manual and/or inefficient process. The second step is much harder: asking what can we do now that we couldn't do before. That requires someone to step away from 'but we've always done it that way' kind of thinking."
-Jonathan Yarmis

"Actually, there is no problem with 'a scary change', but with the fact that in any change somebody benefits, somebody pays and somebody loses. Analysing the stakeholders and their concerns will help to see the hidden forces."
-Dr. Alexander Samarin

"One characteristic of inefficient process is that they tend to involve too many humans running errands for their computers. These errand-runners may or may not love their jobs, but they are kind of partial to the food and shelter their paycheck provides."
-E. Scott Menter

"The struggle continues to prove that BPM can truly work for large companies. Ten-plus years in, BPM should have won large IT groups over, but it hasn't."
-John Reynolds

"BPM was never the panacea some, particularly vendors, presented it as and the onus has always been on educating organizations on what it can do and how best to do that, firmly setting expectations and levels of effort attendant to accomplishing that. In short, the old adage of 'you get out of it what you put into it' applies here"
-Patrick Lujan

Biggest question for the BPM Market? "Why do we need BPM, we just bought digital transformation?"
-Emiel Kelly

"Tools and technologies are useful, but technology never was the hard part, it was always that 'All Problems Are People Problems' ... i.e. the soft stuff is the hard stuff."
-Derek Miers

"As far as I'm concerned, there only one big question for BPM: 'WILL IT BLEND???' Yes, blend. Will BPM seamlessly blend in ALL business practices?"
-Bogdan Nafornita

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