BPM Quotes of the Week - November 14, 2017
- Published: November 14, 2017
"The only way a company sustains anything is through process. If you’re not married to the production process, you will not survive over the long haul. You won’t survive a leadership change. You won’t survive a management change. You won’t survive a budget cut time. Unless you’re deeply embedded in the operations of the company."
"The adoption of intelligent agents will outpace the adoption of mobile. Firms that are successfully driving digital transformation operate at a different speed than other firms."
"Think of RPA as yet another tool you have in the AI inventory."
"In 2018, digital business leaders who may have traditionally focused on front-end experience technology will step up to drive more holistic change. They’ll do so because technology is maturing, service providers are transforming, and they’ve built the skills, processes, and culture in their teams to continuously adapt."
"The 500 decision makers surveyed (250 in the U.S. and 250 in the U.K.) think on average 59 percent of business processes could be automated within the next five years. A majority (70 percent) said robotics has become more of a priority in the last 12 months."
From the BPM Forum
"Keep the end-to-end vision (to yourself) and implement it step by step. Every new extension of scope should be an exciting little surprise party for the team celebrating the closure of the previous step. Yes, it is far less spectacular than 'world-changing', 'disruptive', 'revolutionary', 'making a killing', 'explosive change', 'radical' changes. But far more sustainable."
"Established process boundaries are an illusion. Real enterprise models always consist of large collections of processes running on multiple levels and in various sequences. Where one process ends and another begins is rather a convention and personal opinion of a modeler."
"Every company should maintain a strict end-to-end focus on all its business processes, on the level of BPM as a discipline, and implement the different solutions progressively with BPMS as a technology. Sadly, companies all too often fail to achieve the desired success with BPM, partially due to the lack of focus on the impacts these processes have on overall end-nodes of their value chain."
"Proper implementation of end-to-end processes is tricky, but may be mandatory in your business – imagine about 200 'consignments' (such as blankets, hygiene kits, food portions, etc.) are arriving each day for an operation to save lives."
-Dr. Alexander Samarin
"'Big Data is the new oil' was all the hype three years ago this time, but analytics has been making slow steady progress for about ten, twelve years now. When properly understood and applied, the insights into process have greatly enabled the powers that be to know, real-time, what's going on and what to do about it."
"I think we've seen a trend to more self steering in the teams/people that execute processes. We've seen a move from power in the board to power on the floor."
"The 'jobs to be done' phenomenon could be providing momentum for more management process focus. Released less than a year ago, Clayton Christensen's new book 'Competing Against Luck' (October 2016) is getting a lot of traction as a major update to his original theory of innovation and disruption. The book is both an achievement and a signpost concerning management attention to process."
"We all see processes everywhere, but it does NOT mean that a BPM Suite can solve every transactional, vertical, or business specific need."
-Juan J. Moreno
"Sometimes I look around at this industry I've been part of for decades and wonder how it is that the technology has changed so much, while the culture has changed so little...Should you replace your expensive, clunky, high-maintenance enterprise software suites? Yeah."
-E. Scott Menter
"BPM is a command center of the digital enterprise. In this capacity, BPM in no case should replace or duplicate process execution systems, such as ERP, CRM, ETL, QAS etc. Such duplication cannot bring anything except for down-standard replicas of true ERP and other specialized systems, which took decades to establish and mature."