Disruption and the Impact on Process
- Published: March 17, 2016
- Written by Peter Schooff
BPM Managing Editor Peter Schooff and former Gartner VP Jim Sinur continue their dialogue, discussing how disruption impacts business processes.
Peter Schooff: Bring it around to what you and I generally focus on is processes. How would say this is going to impact processes?
Jim Sinur: Processes are going to take on a new role. The secret sauce of keeping customers happy, staying optimized, and coming up with new products and services quickly is going to have to include processes. Not only the traditional kinds of processes, but the new kinds of processes. Traditional processes have been around for awhile. They're still delivering great ROIs. Frankly, if you stick with traditional process, grab the ROIs so you can fund the digital effort. It's not unusual to get 15 percent ROIs off process projects. Even if you are using the old version of process. Keep that going. That's a good underpinning for saving and funding.
The real impact is the new kinds of processes. An example of new kinds of processes is the unstructured or case version is one. The other is the distributed self organizing, which is another. The third is the high speed cognitive IoT type processes where you have intelligence built inside of actual physical signal and controllers. They play a part in a bigger process. The notion of distributed flexible processes. Practice plays a role in disruption along the way. From a simple funding to a creative self organizing processing. Case management is an example of applying that the knowledge work.
I'm going to be writing a chapter in a new book about, "How the Knowledge Worker is a New Super Hero." Super heroes, for the most part, other than Superman when they come from another planet and have all these great powers naturally. All of them have props. Whether it's Wonder Woman or whether it's Robin and Batman, they all have special equipment. Some of the special equipment for these super heroes of tomorrow and digital are processes, cognitive ... There will be all kinds of new technologies that will be on the utility belt of the new super hero.
Peter Schooff:Fantastic. To draw back a little further ... I think you have given us an overview. What role now do you just see BPM playing in digital corporation?
Jim Sinur: BPM ... Those three kinds of processes are inside of BPM. BPM in the cloud is about managing processes.
Peter Schooff: Right.
Jim Sinur: It's about managing processes. It may be managing the new compliances that is coming out in waves. Dash-boarding it, and keeping an eye on where your organization is going in context of geopolitical and regulations. Although, I see BPM as it's built today having visibility for that, having adaptability and changeability, and the ability to speed. For instance, BPM today is one of the fastest ways of developing. It's a model driven development combined with environments that can create micro services, services, smart API's cogs very fast.
BPM will help orchestrate. Not all of the things that are happening in the process are going to be built by BPM tools. BPM technology will be involved in orchestrating, coordinating, and making it visible. As we speed things up, as the internet and things becomes an integral part of all kinds of processes. Today it's quite divisional. If you're industrial and you have physical elements, IoT dominates. If you're white collar office based, you are going to have BPM. Those two worlds are going to converge. You include the cognitive pieces, that will converge, as well.
BPM as it exists today will be helpful, but it will have to expand to become faster. Faster in operations, faster in being able to develop, and faster to sense patterns ... Business patterns in the ecosystem or the context that the process is playing ... Be able to make decisions with the analytics with the inside and outside of the process engines ... Be able to act. That's where BPM is strong is action. You are going to see BPM driven to action by a number of different outside and inside forces.