BPM Quotes of the Week - March 30, 2017
- Published: March 30, 2017
"I really don't see BPM going away and I see, actually, greater opportunities opening up, but in order to do that, I think the vendors and the consultants in this space need to be prepared to look more widely at how organizations are trying to create automation agendas and automation strategies, and be prepared to think more creatively about how they promote the technology."
"'You cannot design a race car by squeezing inefficiencies out of a horse.'"
"Business Process Reengineering involves the radical redesign of core business processes to achieve dramatic improvements in productivity, cycle times and quality. In Business Process Reengineering, companies start with a blank sheet of paper and rethink existing processes to deliver more value to the customer."
-Bain & Company
"Deep understanding of an organization’s processes is a prerequisite for a successful transformation program...In any transformation project, large and complex business processes are being transformed. To attempt this without deep knowledge of those processes, puts more reliance on hope than strategy."
From the BPM Forum
What Commonly Used Aspect of BPM Today Is Quickly Going Obsolete? "As-is modeling."
What Commonly Used Aspect of BPM Today Is Quickly Going Obsolete? "Monolith architecture of BPM-suite tools and their 'jack of all trades' mentality."
-Dr. Alexander Samarin
What Commonly Used Aspect of BPM Today Is Quickly Going Obsolete? "BPMN and BPMSuites. Next generation no/low code platforms will quickly build any custom adaptive solution to support the digital BPM thinking/discipline."
"On most fundamental level, BPM consists of knowledge and technology. Technology is a way to accumulate, store and implement (execute) the knowledge. Technologies are superseding one another and quickly getting obsolete in ever accelerating cycles of technical revolutions, while the knowledge is a fundamental asset, which only grows in value with time."
"Process mapping up front will disappear. Maybe not quickly but clearly, general mapping tools are being less used to design."
"In general a process is the means to solve a problem. A process should deliver a useful product or service that solves a problem for a customer...That 'useful service or product to solve a problem' defines the boundary for me. That's universal, but in practice it differs from company to company of course. Besides that there are many ways to solve a problem, so also many ways to manage a process. "
"If you reframe a business process as 'any amount of steps (loosely or strongly coordinated) that have a clear business goal', then you should remove any boundaries of applicability. Business processes per se are not really interchangeable (as every customer just feels the need to tweak whatever you give them, because they feel a bit special) but the actual process patterns (that make up the business processes) are highly reusable, if properly framed and architected."
"An orthodox business process will have boundaries encoded in the flow and the logic. There is no additional boundary necessary or even possible. Therefore a large number of process variants are necessary to apply the process at different organisations."
-Max J. Pucher