1. Peter Schooff
  2. Sherlock Holmes
  3. BPM Discussions
  4. Thursday, 04 October 2018
  5.  Subscribe via email
From Caspar Jans: What role do you see the IT-department playing in the current business transformation wave?
Accepted Answer Pending Moderation
Unfortunately IT-departments seldom have any conception of what their company's business is, and for that reason they don't really focus on what's truly essential.
As a result, Business should treat IT as a service to be purchased and continuously review the "Buy vs. Build" pros and cons.
Founder at John Reynolds' Venture LLC - Creator of ¿?Trules™ for drama free decisions
  1. more than a month ago
  2. BPM Discussions
  3. # 1
Accepted Answer Pending Moderation
Researcher - looks out for innovative solutions that could support business transformation, runs vendor / solution risk analysis, validates solutions
Enabler - validates enterprise architectural fit, provides integration gateways, irons out security requirements, secures redundant internet connection :)
CEO, Co-founder, Profluo
  1. Mike Raia
  2. 1 year ago
  3. #5737
Excellent points, Bogdan!
  1. more than a month ago
  2. BPM Discussions
  3. # 2
Accepted Answer Pending Moderation
I concur with Bogdan. Most IT departments have gone away from the "we can build it" mentality to the "we can help find the best solution" mentality. Sometimes this is after business leaders have already gone off and found their preferred solutions, in which case IT can run the validation/fit process. Obviously, the security validation aspect has become more critical than ever given the variety and volume of threats out there as well as the growing number of regulations to comply with. IT is best-equipped to vent transformation vendors for security compliance.

I also believe that the best IT departments are the ones who have a seat at the business table and take an active, engaged interest in the business holistically. When IT understands the business direction of the organization, as well as the competitive threats, they can help protect the organization and push it forward.
Going with the Flow at Integrifyintegrify.com
Fully agree with Mike "..have a seat at the business table and take an active, engaged interest in the business holistically".

Business leaders cannot pick solutions - their job should be to highlight problems/opportunities, issue what in effect is an internal RFP,.

Operations, helped by IT, should be tasked to respond to the RFP - It should be up to Operations + IT to suggest a) build b) rent c) buy.
  1. more than a month ago
  2. BPM Discussions
  3. # 3
Accepted Answer Pending Moderation
I believe the traditional rol of IT in an organization is changing, and pretty quickly too. It seems to be shifting from being almighty about IT in a company to become more of a digital catering department that offers a menu of IT selections (from basic connectivity to agile app development). I also see the CIO more and more become "just" a senior manager, they often no longer a C-suite position, but rather report into C-suite. IDC predicted that by 2020 approximately 50% of the IT budget is owned by the line of business and not by IT anymore. This puts IT in a more advisory and facilitating role instead of a driving role.

Now, all this does not mean (at least not to me) that the IT department is becoming less significant. Given the tremendous focus on digitization, digital transformation and more you could even argue that IT has become even more significant, but it is no longer a one man's game. IT needs to find a way to collaborate with the line of business on how to configure the IT services most optimally.

When I engage with customers on the wonders of BPM, I increasingly speak with line of business (sometimes accompanied by IT, but most of the times not). The functions I most of the time engage with are typically heads of transformation, heads of quality management or customer satisfaction, heads of BPM reporting into the CFO, that kind of position and this confirms my belief that IT (if they don't adjust the way they interact and collaborate with the business) will diminish in influence and simply be outsourced to Sodexho, who is already doing their physical catering and building administration (this is an over-exaggeration of course)....
BPM is all about mindset first and toolset later....much later
  1. more than a month ago
  2. BPM Discussions
  3. # 4
Accepted Answer Pending Moderation
Key role of IT department is in technical enablement of enterprise architecture. Most IT solutions already exist in a wide range of offerings ranging from FOSS to large and expensive integrated systems available from leading IT vendors. Primary challenge is not in finding a solution as such but in simple and efficient integration of the existing solution with running business and present IT systems. It is especially difficult to estimate long term implications of the choice to stability and maintainability of business operations.

IT must use all spectrum of BPM technologies to enable timely and qualified decisions on these crucial aspects. Precise estimate of relevant digital transformation for an organization can be done only with a detailed business model, which carefully describes all aspects of the company. Without BPM model behind, IT and management are deemed to voluntary and biased decisions prone to far going consequences for the whole business. BPM must lead digital transformation to safeguard its continuous success.
  1. more than a month ago
  2. BPM Discussions
  3. # 5
Accepted Answer Pending Moderation
The transformation I see coming is the long over due effective commoditization of enterprise software being driven by business for the operational process needs focused on users internal and external. The no/low code capability will enable this move. IT have the responsibility for infrastructure and security which has now reached the point of maturity in being commoditized where it can now be readily "outsourced". However the software must be "owned" by the business for those important salient processes which are assets a long as they remain flexible to accommodate change as required. Flexibility is also required in the use of infrastructure to allow not just the data but the software to be transferred at end of contractual period thus avoiding any "lock in". All this puts business in control of their systems at competitive low costs!

So where will "IT" sit in this transformation? As we all know there is the "mess" of legacy to manage and of course will need to be used by the new software. This will require IT support but over time will be significantly reduced. The outsourcing of infrastructure will need IT support and knowledge to enable business to make the right decisions. Such IT knowledge should have seat at top table working with business colleagues to achieve the stated objectives making informed decisions. The responsibility for assurance of creation and reporting on data will be with accountants supporting their business colleagues....as it was over 50 years ago! BPM recognised that emerging gap 20 years ago but only now to be closed with Business driven software and the reliable outsourcing of infrastructure.

I do not underestimate the challenge this represents but it needs to happen as along over due move to put business back in control with supporting assurance for the shareholders/owners
  1. more than a month ago
  2. BPM Discussions
  3. # 6
Accepted Answer Pending Moderation
@David , Good analysis.

I support “effective commoditization of enterprise software”.

We know exactly what this is, so, the only hurdle is onboarding of corporations.

The starting position is it’s all about workflow (where BPM is the clear method of choice) and secondly about workload, which has four components:
- UI’s designed such that workers find using the platform easier than not using it (onboarding of users, users staying on board)
- Auto-posting of tasks to a pending-task-InTray at the UI by background BPM.
- RALB (resource allocation leveling and balancing) across Cases.
- FOMM (Figure of Merit Matrices) for non-subjective assessment of progress toward meeting Case goals/objectives.

Clearly, we cannot impose a platform but unless/until there is consolidation of tasking so that, for “local” Cases, tasks can draw on a common resource pool, the organization cannot otherwise succeed in allocating, leveling and balancing workload across Cases.

I don’t think there is any software that needs to be “owned”.

i.e. none of the following need to be owned
- the flowgraphing (process mapping) environment
- the compiler that takes a process map and generates run-time BPM templates
- the drag and drop Forms painter
- the engine(s) that allow rule-set building
- the engine that auto-builds a Case History
- the engine that handles data import/data export

If a customer does not like one platform, they can go/move to another.

Re lock-in – it never ceases to amaze me why large customers will not pay the extra license fees and the small custodian fees that put/keep a copy of the vendor’s source in escrow.
  1. http://www.kwkeirstead.wordpress.com
We see exactly the same set of affairs at the strategy level of corporations - if you can only see part of corporate resources, then no decision that gets made can take in to account the full resource inventory of the organization (i.e. if I need a building and don't know that I have a suitable empty building, then I will go out and buy or rent one).

So, in a way, commoditization at the operational level takes place naturally when Managers realize that they need at least a local resource pool from which task loading can be carried out.
@ Karl The six features you mentioned need to within the supporting Platform and in the "ownership" of the business is to allow ready and quick change to be implemented but preferably without need to compile code...declarative is much quicker! Your point about the access to core code interesting..our real experience with early adopters started out being held in escrow but they never needed as they had the complete software "tool" in their ownership ......it's a real game changer and a real threat to "old IT" and revenue for the existing supply chain. It will be good for the growth in the BPM movement working direct with Business without the restraints from IT.
@David. Most escrow agreements only trigger if the vendor declares bankruptcy or shuts down voluntarily. If the business is sold, the software goes to the acquiring company and the customer goes to the acquiring company along with any active consulting, training and support contractual commitments.
  1. more than a month ago
  2. BPM Discussions
  3. # 7
  • Page :
  • 1

There are no replies made for this post yet.
However, you are not allowed to reply to this post.