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  2. Sherlock Holmes
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  4. Thursday, 07 September 2017
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A question Alexander Samarin brought up in this discussion: What would you say are the biggest opportunities in BPM today?
Accepted Answer Pending Moderation
Increase operational effectiveness and efficiency (in that order).

Mapping alone takes customers only part of the way, what they need on top of this is seamless transition from mapped processes to RT Case Management (so as to accommodate both structured and unstructured work).
Comment
We will continue to see 'fails' that get (incorrectly) attributed to BPM unless/until corporations do a better job at strategic planning, authorizing initiatives and tracking Case goals/objectives that have been pre-configured on the basis of their ability to preserve and augment competitive advantage.
  1. more than a month ago
  2. BPM Discussions
  3. # 1
Accepted Answer Pending Moderation
Risk management is now a requirement for ISO9001 compliance. It is a complex process that requires lots of thought and input to arrive at a good process...
Comment
@Scott .. Good point

For sure, Risk Analysis is important and BPM is the method of choice for evolving any process that undertakes to inventory risk and uncertainty for any initiative.

I don't believe corporations can inventory risk and uncertainty unless they understand that all decisions (strategic and operational) need to be made with a consideration of known knowns, known unknowns, unknown knowns and unknown unknowns.

The output of Risk Analysis is a set of alternative scenarios and, here, BPM + predictive analytics would be the tools of choice for success at Risk Management.

The environment of choice for itemizing risk and uncertainty, IMO, is a free-form search graphic knowledgebase. I have no difficulty pitching Kbases to my clients - getting them to keep these up to date seems next to impossible and out-of-date Kbases are useless.
Agree. BPM (as management by processes) is an integral part of an ERM platform - http://improving-bpm-systems.blogspot.ch/2011/10/ea-view-on-enterprise-risk-management.html
  1. more than a month ago
  2. BPM Discussions
  3. # 2
Accepted Answer Pending Moderation
Some explanations about my list from that discussion.

“smart contracts as inter-organisations processes” – various blockchain-based applications (e.g. Ethereum) shown the power of “smart contracts” – small fragments of code to be executed upon a predefined condition. Obviously, this is a poor-man BPM (and RPA) solution. Imagine that modern BPM-suite tools become able to execute an agreed process which coordinates more than one independent parties (e.g .organisations). Such a process is actually a digital contract executed by a digital lawyer – see [ref1].

“security by design (i.e. for IoT)” – use of “digital contract” will allow to implement a stronger security for cyber-physical systems – see [ref2, ref3].

“privacy by design (i.e. from the GDPR)” – imagine that all privacy-related activities requested by the GDPR are expressed as a reference set of processes. Implementing of the GDPR in any organisation will be much easier – [ref4].

“various verticals, e.g. Smart Cities” – to simplify implementations of complex systems as Smart Cities, it is necessary to develop a reference architecture. Again, processes are one of the essential parts of this reference architecture.

Thanks,
AS
References
  1. http://improving-bpm-systems.blogspot.ch/2016/07/digital-contract-as-process-enables.html
  2. http://improving-bpm-systems.blogspot.ch/2016/11/domesticate-iot-as-cyber-physical.html
  3. http://improving-bpm-systems.blogspot.ch/2016/08/iot-as-system-of-digital-contracts.html
  4. http://improving-bpm-systems.blogspot.ch/2017/06/gdpr-as-bpm-application.html
Comment
  1. more than a month ago
  2. BPM Discussions
  3. # 3
Accepted Answer Pending Moderation
IoT has definitively the potential of extending common, enclosed BPM applications to new heights and depths. Traditional form and office driven processes can now more easily overcome the confines of the office environment and reach the final customer or the "real life node", directly.
Also, the continued pursuit of making it easier for the non programming end user to accomplish the creation of complex BPM solutions, w/o coding, will go a long way to increase the adoption of BPM on multiple levels. Into that play also the efforts of standardizing technological and also operational aspects of BPM with initiatives such as the OMG DMN, BPMN or, on a broader level of BPM as a discipline, the ABPMP with its CBOK.
References
  1. http://www.abpmp.org
NSI Soluciones - ABPMP PTY
Comment
  1. more than a month ago
  2. BPM Discussions
  3. # 4
Accepted Answer Pending Moderation
This is a wide question, but I'll try to summarize at least 3 lines of action where BPM can have a great impact and have the opportunity to be really useful for organizations of several activity sectors:


  • RPA - To dramatically decrease repetitive tasks costs, among other benefits.
  • Cloud BPM - For companies that couldn't afford on-premise solutions, to take the most out of the Process Management discipline.
  • Microservices and Web apps integrations - To automate and integrate external web apps in internal business processes, providing a much better customer and employees experience.


In any case, we can see an increasing interest in several countries for BPM, that in my opinion wasn't there a few years ago. So I think there will be more opportunities to show the value of BPM :)

Best !
References
  1. https://en.wikipedia.org/wiki/Robotic_process_automation
  2. https://www.flokzu.com/?utm_source=BPMdotcom
  3. https://zapier.com/
CEO at Flokzu Cloud BPM Suite
Comment
  1. more than a month ago
  2. BPM Discussions
  3. # 5
Accepted Answer Pending Moderation
Thinking BPM as a management discipline the biggest opportunity for most organization leaders is to start use it to understand their business system or value creation and to develop, innovate and learn it faster than their competitors. This is about building new business models, deploying strategies and investing unique capabilities

When thinking BPM as a method or an approach to develop our processes and services we might focus to explore digitalization, big data analytics, automation, robotics and artificial intelligence to make our processes more responsive, effective and efficient. This is about understanding customer life cycle, path and behavior and improving customer experience.

On the other hand we must deal with our employee experience so that our people can give meaningful contribution in our organization success. I see the process as collaborative space and the realization of the process as co-creation.

br. Kai
Comment
RE " to understand their business system or value creation" Agree. BPM (as management by processes) is a key part of any operating model.
  1. more than a month ago
  2. BPM Discussions
  3. # 6
Accepted Answer Pending Moderation
Biggest BPM opportunities right now you say?

All of corporates, SMB and vendors thrill to the idea of "opportunity" and "opportunity now"! But the opportunity now is different depending on whether you are a user and already have BPM technology and skills in place -- or you are a vendor looking for more sales and revenue.

And as for "biggest right now", let's define that as "breakthrough new projects or much-bigger-than-incremental projects". These definitions are admittedly subjective, but the idea implies "let's look for big wins, not just growing our current footprint". Whether "biggest" and "right now" are contradictory is a question though, because BPM project impacts often involve a slow ramp up.

So both BPM user champions and BPM vendors are both under pressure to find quick wins -- to justify their existence even! Do such opportunities exist? Earlier correspondents above have listed some great BPM opportunities (@Juan has a nice list of #RPA, #cloud and #integration). These opportunities are rather tactical though.

Several other correspondents have suggested BPM strategic opportunities; such programmes though require sustained focus and payoffs require patience. Along these lines, one certainly can make a strong argument that starting a long view BPM programme is in fact the best thing to do "now". In my BPM.com article series (BPM As Revolutionary Enabler) a fourth paper is planned on the subject of the BPM adoption process & BPM institutionalization”. The paper will cover how BPM software technology adoption can accelerate beyond the current technology grid-lock, an adoption process which is less about technology and more about community. My answer, to the question concerning the biggest opportunity for BPM software technology now, is this: A commitment to a long-term BPM programme as the strategic core of business transformation. A long journey to a good place starts with a single step. With that step today on your BPM journey, you'll embark on a business transformation based on the technology of the work of business. That's a great opportunity now.
Comment
  1. more than a month ago
  2. BPM Discussions
  3. # 7
Accepted Answer Pending Moderation
Let's think BIG...BPM reflects the reality of how business actually works and as such supporting software can transform thinking away from both silo based systems and accounting which have dominated over past decades...and what a mess we now have in legacy....! Empowerment of people with real time reporting on operational activity is now a reality a cross the whole organisation putting the BPM people and process as driver. The "opportunity" is huge the challenge is taking on "old IT" and business being confident it is real?
Comment

Very insightful, David. . . .

it's a fact that BPM supporting software can "transform thinking away from silo based systems" - this can happen at the operational level where BPM makes its contribution.

If the organization gets on board with RBV (resource-based view), thinking can change at the strategic level as well.

In the absence of a focus on workflow the organization only focuses on "readiness" (i.e. continuous building of skill-specific infrastructure that can be called into action when someone within the organization wakes up and senses a need for action).

I think accounting can and should stay siloed - it's a back-office operation and, with real-time reporting, their activity does not encumber operations except at annual budget time or when exceptional funding not in the budget and not covered by an ROI, is needed.

Personally, I think traditional methods of distributing overheads work for product pricing but not for services where downloading of overheads leads to ludicrous situations (USA) where one night in a hospital can cost insurance $90K. Many patients have no idea how much their hospital visits cost.

"Old IT" is indeed a problem - we have clients where IT has great difficulty understanding how a user "painting" a form is not doing "programming". The traditional approach is to form a committee, write up a specification, authorize funding for the "enhancement", issue a work order, build the form (which may actually take no longer than an hour or two), roll out a new "executable" (where none is required) to a test server, and test the "enhancement" over a period of weeks.

We have solid proof of this- one of our analysts left us and tried three years in a row to re-join. I asked him why and the response was that in the job he went to, what he used to do in our flat organization in 1 day, expanded to 30 days.
  1. John Morris
  2. 1 year ago
  3. #4458
Interesting comment Walter - very interestng.
@John, Thanks... I also discovered something interesting yesterday regarding "BPMs" by looking it up at Wikipedia

"Can your BPMs improve operational effectiveness and efficiency?" https://kwkeirstead.wordpress.com/
  1. John Morris
  2. 1 year ago
  3. #4467
RALB is growing on me now @Walter -- so I tweeted your article: #BPM #process tech only for "BPM professionals"? Find a real enterprise win "beyond #BPMS" - http://bit.ly/2wXd0ig - f/@KWKeirstead #Case
  1. more than a month ago
  2. BPM Discussions
  3. # 8
Accepted Answer Pending Moderation
Agree that accounts is back office silo as the repository of financial data for historical reports. The day to day operation activity driven by BPM and that includes complete end to end activity. For example an invoice can be generated on completion of required tasks using the data generated with full audit trail available. The accounts are feed the financial outcome data to "accounting system" no need for double entry book keeping....belongs with the monks who created centuries ago!
Lost count the number of times IT just did not "get it" or was not want .....?!
Comment
  1. more than a month ago
  2. BPM Discussions
  3. # 9
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