BPM Quotes of the Week - June 21, 2018
- Published: June 21, 2018
"It is not the strongest species that survive, nor the most intelligent, but the ones most responsive to change."
"Facing a deluge of data, disparate data sources, and ever-increasing customer and employee expectations, enterprises are challenged with optimizing their operations. Integration has and will continue to be a core strategy for successful business optimization."
From the BPM Forum
"I think we are moving to core-business-only companies. In other words, any company will contain only its core business and it will have all supporting functions via B2B partnership with companies for which that a supporting function is the core business."
-Dr Alexander Samarin
"Many companies are 'investing'/ spending money in a strictly IT perspective, without the required business transformation, I mean, they are automating the processes they have without any improvements, convinced that this is one required phase as basis for the business improvements in the future."
"Small quantitative changes tend to gradually accumulate into principal qualitative shifts. If a company fails responding to small day-to-day challenges in digital transformation carefully watched and followed by competitors, it will definitely face one day an abyss, which is impossible to cross with one time action or investment."
"Companies don't transform digitally, they transform to digital. To digital gadgets, to digital products or services, to digital processes, to digital employees. Isn't that the same as adapting to keep on satisfying needs that keep your company relevant?"
"I prefer to recite Jeff Immelt's maxim: 'I like people who fail quickly. Just not too often.'"
"We like to re-interpret Mario Andretti's somewhat similar statement 'If everything seems under control, you're not going fast enough' as 'Having everything under control allows you to go faster' to emphasize that process management (control) enables agility and growth.."
"In general terms, ‘move fast and break things’ is key to BPM. Processes can't be sweated over for long because they change. In addition, not every organization has completely mapped and has deep understanding of their respective processes thus 'discovery' is an important activity."
"In digital business such as facebook, google or amazon it is easy test in small scale what works and what does not work with a limited risk. Agility is must to survive. The more investment-intensive businesses such as construction industry or car manufacturing and many other businesses it is not so easy. You don't want sacrifice durability or people lives."
"As to the rather conservative BPM approaches that we normally deal with, we do try to innovate and optimize a process as much as the given BPMS technology, the internal and external user readiness allows for. In short, we consciously set boundaries which can be extended through continued improvements."
"'Move fast' is BPM's middle name. Break things, meanwhile, should be the motto of every startup, and every transformation effort: Break with tradition. Break with with expectations. Break groupthink and compartmentalization, tired business models and Byzantine processes."
"Newer BPM products based on executable BPM (and still likely deployed via a Volker Stiehl-inspired 'business logic segregation model') makes roundtripping possible. So, you can break things fast and fix 'em fast too."
"One problem with BPMN (and with all of our current graphical modeling notations) is that they're static and the things that we are trying to model are dynamic...We need to liberate our modelling notations from what can be presented on a two dimensional sheet of paper, or we'll never be able to capture that which truly needs to be portrayed."
"Overhauling BPMN is fighting for a better yesterday. Let it die the graceful death it deserves."
"Most successful low-code platforms do not run BPMN (except Appian and Bizagi) - but they do run graphical models that are quite similar in notation - yet they're at about $100 million USD in revenue, a mere dent in the $200B enterprise custom development space."