Once again BPM is coming under fire as inter factional fighting threatens to destroy what Research and Markets describes as a $32 bn industry by 2012. This time it is the proliferation of the initiatives purporting to be the real BPM leaving the corporate decision makes confused and dismayed.
BPM continues to decline as a search reference with the latest findings suggesting a decrease to less than 40% of the interest from the same quarter five years ago however IT vendors marketing campaigns reflect more spend, up 200% on the same period.
The ABPMP (Association of Business Process Management Professionals) has taken its time in establishing its presence and despite the many competing educational offerings is yet still to launch its BPM certification program. The original intention expressed in 2005 is still to appear while at the same time commercial offerings are fulfilling the needs of corporates in providing methods and approaches to make process management a key discipline. Recently technical training has emerged with organisations like the OMG (Object Management Group) providing training in process modelling semantics.
BP Group researches suggests three versions of the truth are obvious in the market place, each attempting to satisfy the needs of corporate and individuals in understanding and deploying BPM. The initial 2009 study of more than 120 European and North American senior executive decision makers reports 37 per cent of companies already use BPM ‘inside-out’[i], 27 per cent view BPM as a technology and another 36 per cent prefer BPM ‘outside-in’[ii].
The situation is similar to the demise of BPR a decade ago when ultimately the lack of delivery, hyped promises from IT vendors and then corporate disenchantment scuppered what had promised to be a transformational change in business thinking and practice. Will BPM go the same way?
The signs are ominous. The Linkedin community now boasts more than 15 communities covering the themes of business process management. Some groups, led by technology vendors, claim independence from any one product and yet push their own BPMS (BPM Solution) leading to many to see the sham of those communities as thinly disguised marketing machines. Who can the senior executives trust to provide impartial and objective advice?
Recently there have been developments amongst some of those disillusioned to form new entities. One such project from Theo Priestley, sometimes also known as Process Maverick, is creating some interest. Following a poll amongst BP Group members asking the question of whether a BPM Manifesto is required Priestley formed BPM Nexus, hosted on the Ning community platform. Will this initiative be any more successful? Time will tell.
In undertaking the BP Group’s 17th annual research programme we are seeking answers to all these questions. You can join this research and input your two cents worth. The findings will be fully published at the 5th annual BPE conference in London during September 2009.
[i] ‘Inside-Out’ reflects the way organisations are implementing BPM when they view processes as beginning when they cross the organisation threshold and end when they leave the door. A classic depiction would be in the airline business where some carriers treat ‘booking to carousel’ as the process. Typical ‘inside-out’ approaches include six sigma, lean and TQM.
[ii] ‘Outside-In’ sees processes as the customer experience. The starting point begins with customer desire, and ends only when the customer says it does. The ‘outside-in’ view is commercially more attractive as the organisation then influences and obtains revenue at each stage of the customer experience. Organisations such as Southwest airlines, Apple and Best Buy represent mature approaches to BPM adopting outside-in viewpoints.
BPM and Complexity
Due to popular demand here is the slideshow discussing complexity and how we can eradicate it
Business Processes and Complexity
View more presentations from stowers.
BPM Webinar Invite, New record for Discussions, New downloads
Kick start the BPM week
Upcoming Webinar – BPM and Operational Intelligence
http://bit.ly/Vfj9W
Project Management Certificates compared
http://bit.ly/3OecHt (66 views this week)
Top Discussion (this week) – Process Savings Potential
http://bit.ly/T0jQZ
Latest Article – Gartner says 20% Y1 is doable (shock)
http://bit.ly/sJl
Next CPP Program – Next Week – Sydney
http://bit.ly/8taeN
Latest Presentation – Building a Successful BPM Scorecard
http://bit.ly/qAKmc
This Week, Webinar, Perth, Australia – next, Sydney ( http://alturl.com/ggk ) soon * Dubai * Hungary * London * Denver *
Hopefully see you at Tuesdays Webinar
http://bit.ly/Vfj9W
Steve,
BPGLI Group Leader.
Upcoming Webinar – BPM and Operational Intelligence
http://bit.ly/Vfj9W
Project Management Certificates compared
http://bit.ly/3OecHt (66 views this week)
Top Discussion (this week) – Process Savings Potential
http://bit.ly/T0jQZ
Latest Article – Gartner says 20% Y1 is doable (shock)
http://bit.ly/sJl
Next CPP Program – Next Week – Sydney
http://bit.ly/8taeN
Latest Presentation – Building a Successful BPM Scorecard
http://bit.ly/qAKmc
This Week, Webinar, Perth, Australia – next, Sydney ( http://alturl.com/ggk ) soon * Dubai * Hungary * London * Denver *
Hopefully see you at Tuesdays Webinar
http://bit.ly/Vfj9W
Steve,
BPGLI Group Leader.
Top 5 Business Tools in Twitter
Here is the list I use for getting the very best out of Twitter.
Bill Gates talked about business at the speed of light.. Twitter has made that Warp Factor 9.
Review my favorites and let me know of your own!
Towers_Associates_TopTwiiterTools
Bill Gates talked about business at the speed of light.. Twitter has made that Warp Factor 9.
Review my favorites and let me know of your own!
Towers_Associates_TopTwiiterTools
Where is the Customer in your BPM initiative?
The application of Business Process Management (BPM) is known to have multiple benefits that produce a hard return on investment (ROI). Automation, quality, compliance, management, and optimization of activities represented by business processes are the areas most often cited in this regard. . .. {more}
Choosing the Right Systems Provider
In response to a question on LinkedIn I blew the dust of this slideshow on selecting suppliers - enjoy!
Zen and the Art of Process Management
In PartOne of this three part article we reviewed the factors driving transformational change and how the old ‘inside-out’ approach to business is about as useful as a steam engine in getting to the moon. In Part two we’ll look at how some of the world leading trend setter companies are embracing the new outside-in challenge and creating new powerful business models driven by advanced forms of BPM such as the Customer Expectation Management Method (CEMM). . {more}
Gartners Magic Quadrant wears thin?
Quite a debate has broken out in reaction to the latest release/retraction then rerelease of the annual Gartners BPM Systems Magic Quadrant. Join the discussion at http://bit.ly/LWcPK.
Here's an extract from Theo Priestley...
The end of Gartner's reign in my opinion.
I had a sneak preview at the latest MQ report from Gartner from a friend in a particular vendor who were very pleased to say the least to make the MQ for the first time.....however.....
This smacks of a major u-turn to fit either the market conditions today or getting 'found out' for leading organisations down a path they really didn't need to go down. Honestly, I wonder how they got away with those MQ reports for so long. People take them far too seriously and their glorified SWOT analysis really only served to preserve a very uneasy status quo in BPM. There has been little real innovation in tools because this kind of paid advertising can backfire on a vendor who develops something out of the norm.
Are companies growing tired of their broad brush format and BPM changing little over the years ? Are they turning their backs on Gartner (I suspect Butler and Forrester will no doubt revamp their reports just to keep up) in droves to make their own decisions based on what fits their business not what Gartner tells them will fit ?
I know for a fact, I've been involved in vendor selection before and have been told to look at research but never to base the final decision on it. Research on BPM tools and methods should be impartial, fact based and tailored to the clients needs. It needs to go back to basics to the old approach where clients and customers ask for specifics to be investigated according to their needs, industry and future demands. Not a broad brush approach and a 20 page report covering every aspect, relevant or not.
Oil & Gas, Financial Services, Utilities, NFPs, Legal, Local Govt: they all use BPM(S) for different reasons and as such should have difference criteria to weight each tool upon. That means REAL research.
There is a need for this in the market place. In this time where resources are precious and decisions cost, can we afford not to have it.
Here's an extract from Theo Priestley...
The end of Gartner's reign in my opinion.
I had a sneak preview at the latest MQ report from Gartner from a friend in a particular vendor who were very pleased to say the least to make the MQ for the first time.....however.....
This smacks of a major u-turn to fit either the market conditions today or getting 'found out' for leading organisations down a path they really didn't need to go down. Honestly, I wonder how they got away with those MQ reports for so long. People take them far too seriously and their glorified SWOT analysis really only served to preserve a very uneasy status quo in BPM. There has been little real innovation in tools because this kind of paid advertising can backfire on a vendor who develops something out of the norm.
Are companies growing tired of their broad brush format and BPM changing little over the years ? Are they turning their backs on Gartner (I suspect Butler and Forrester will no doubt revamp their reports just to keep up) in droves to make their own decisions based on what fits their business not what Gartner tells them will fit ?
I know for a fact, I've been involved in vendor selection before and have been told to look at research but never to base the final decision on it. Research on BPM tools and methods should be impartial, fact based and tailored to the clients needs. It needs to go back to basics to the old approach where clients and customers ask for specifics to be investigated according to their needs, industry and future demands. Not a broad brush approach and a 20 page report covering every aspect, relevant or not.
Oil & Gas, Financial Services, Utilities, NFPs, Legal, Local Govt: they all use BPM(S) for different reasons and as such should have difference criteria to weight each tool upon. That means REAL research.
There is a need for this in the market place. In this time where resources are precious and decisions cost, can we afford not to have it.
Business Transformation - Are you onboard?
The world of business is undergoing dramatic change. Driven by a number of factors organizations are needing to realign themselves to adapt and evolve. This transformation is global and reaches into every business sector impacting how companies create, deliver and sustain their products and services. {more}
Emirates to optimize critical Moment of Truth
By 2011, according to the International Air Traffic Association (IATA) there will be 4.75 billion airline passengers a year. In other words that’s the equivalent of 3 out of every 4 people on the planet taking a flight in one year, and everyone of those trips involves an average of 1.6 bags per person – that is 7.6 billion bags a year. {more}
Gulf States Embrace Certified Process Professional training
The Middle East has enthusiastically embraced the presence of BP Group partner on the ground, Dr. Fahad Altwaijry and EBTRAC (altwaijry@bpgroup.org) and there are several projects underway with consultancy and training around Advanced BPM and the Customer Expectation Management Method. Here's a report.. {more}
Don't give the Customer what they think they want
It is pretty much accepted wisdom these days that companies should be customer focused. It is however unfortunate that most companies go the wrong way about this by asking their customers what they want. Customers describe their requirements in terms of products and services and then when the company builds and delivers they are not desired or bought. Henry Ford put it very well.... {more}
The Evolution of Business Process Management (updated)
A theme of recent global conferences has been the mix of different approaches to improving business performance. This quest for business performance improvement as measured by reducing costs, improving revenues and enhanced service (also known as ‘the triple crown’) is a worldwide phenomena brought on by increasing competition, greater customer promiscuity, chaotic business cycles and more generally ‘globalization’. The pressure continues to increase and companies are seeking to extract every last opportunity out of their various initiatives and approaches. So what works best then?
Review the full article
BP Group Members can download a PDF of this article (with tables etc.)
and an associated Powerpoint presentation
To join the BP Group (it's free) click here.
Review the full article
BP Group Members can download a PDF of this article (with tables etc.)
and an associated Powerpoint presentation
To join the BP Group (it's free) click here.
The Causes of Work
Every Customer Interaction is a Moment of Truth (MOT). Whether it’s person to person, person to system, system to person, system to system or person to product they are all Causes of Work.
That work in dealing with MOT’s creates internal handoffs, these are Breakpoints. Places where things can and do go wrong and we see them happening between people, systems and services all the time.
All our internal communications are in fact Breakpoints. For instance how many emails do you receive from colleagues and business partners daily? How many calls do you have to make to get the job done? How many 'systems' do you work with?
According to US research firm The Radi... [more]
That work in dealing with MOT’s creates internal handoffs, these are Breakpoints. Places where things can and do go wrong and we see them happening between people, systems and services all the time.
All our internal communications are in fact Breakpoints. For instance how many emails do you receive from colleagues and business partners daily? How many calls do you have to make to get the job done? How many 'systems' do you work with?
According to US research firm The Radi... [more]
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