Customer Experience Management : Enterprise Architecture

Showing posts with label Enterprise Architecture. Show all posts

Careful good stuff follows... Hoshin kanri is Direction Planning = Compass Business Club

When you get down to it why would you pay a $1?
Yep One lousy USD. What is in it for you?

What if I said I had for you the global thought leaders with unique content every month...

http://bit.ly/30daysfor1dollar

Where could you find a complete FREE Lean Six Sigma course underwritten by the BP Group, The Academy of Customer Experience and the British Institute of Quality Management...

How could you meet, talk with and learn from the worlds leading LinkedIn business owner with a club of over 370,000 people...

Why should you be bothered?
http://bit.ly/30daysfor1dollar

Who can deliver all this and terabytes more of DIRECT, USEFUL, IMMEDIATE stuff for ONE USD?

I get it you can't be hassled to click the link.

Here's some of the guys who you will be missing. Now don't let me tell you this is one NOT TO MISS.
After all you probably have it all anyhow?

If you too like me appreciate excellent VALUE for goodness sake click the link.
http://bit.ly/30daysfor1dollar
If you don't like what you see I will pay you 100 times your $1 investment. PROMISE.
Gordon Bennett, it doesn't get better eh?

Who's on the INSIDE One dollar away...
http://bit.ly/30daysfor1dollar

http://bit.ly/30daysfor1dollar

BPM, Balanced Scorecard, EA and High Performance (presentation)

At a recent performance appraisal this comment was made seriously,
"If you pay me for doing dumb things, I will get really smart at doing dumb things".

Do you measure people with 'dumb' metrics - activities and outputs, or with Outside In measures of results and outcomes? If Balanced Scorecards (BSC) and Strategy Maps fail it is largely as a consequence of having dumb metrics in there - activities and outputs.

So how can we measure the right things and encourage success? Instead of people rushing to deal with a call (because all calls must be less than 2 minutes) how do we measure the meeting of a customer need - effective resolution of a query? Using the appropriate process and performance metrics within an articulated Enterprise Architecture is a good starting point. This presentation leads us to the how of that. Enjoy.

Business Process Management - Building The BPM Balanced Scorecard from Steve Towers

Organisational Behavioral Aspects of BPM Implementation.

In 2008 Pieter Jongstra (Enterprise Architect) shared some of the secrets of SNS Bank Organisational Behavioral Aspects of BPM Implementation. Great insight to help with the whole issue of BPM and change management. SNS is no different from any other large organisation coping with the 21^st century – for instance this is the Business Operating Model.

You can download the presentation from this link.

In a few weeks time the BP Group will be twenty years old. As part of the celebration we are publishing an article a day – all are evergreen and provide an insight as valuable today as when they were originally published. As we move towards September 19^th we will bring the story up to date with a preview of the upcoming book – The High Performance Organisation (Samir Asaf & Steve Towers).

John Zachman at Architect World 2012

Great conference, fantastic people. 27 Countries recieved 25 Awards in the Architect Worlds 7th Annual Conference in Bangalore.

iCMG hosted the event which has become a truly international festival of achievement.
You can review the full proceedings at http://www.icmgworld.com/corp/ArchitectureAwards/2012/architecture_awards.asp

Here's a few snaps of yours truly ;-)

John Zachman is an inspriation to all

John Zachman receives his Hall of Fame Award

And honestly it was THIS BIG!!

BPM and Process Excellence is changing the world

Join the growing number of monthly readers following Steve Towers and his BPM column on the PEX network, BPM Leader and the BP Group – 8,600 strong now and growing.

Steve has consistently received great reviews by his clients and readers and it seems people are telling their colleagues to check these columns out.

Steve is the founder and CEO of the BP Group (established in 1992), a Keynote speaker and workshop leader with the PEX Network, and featured author on the BPM Leaders blog. He is the author of FIVE books on business process and performance transformation and is a member of the prestigious California based BPM Forum.

Because of his activities with the BP Group, leading international corporates, including Citi, Apple, Disney, Zara and many others, Steve can be found always at the pragmatic leading edge of what is going on in Advanced BPM and Outside-In. He believes that his work with these organisations and his exposure to a broad range of situations through global leaders and their approaches provides insight into the problems and issues leading BPM professionals face every day.

Steve says that these experiences have caused him to look at BPM in a remarkable way. As the catalyst for global transformation BPM and process excellence is the means to realign our organisations on behalf of its employees and customers to achieve spectacular results.
If you’d enjoy sharing some of the insights and the secrets of 21^st century organisation success you will enjoy his columns.

You can find Steve’s latest columns at on:

PEX Network:
http://bit.ly/SteveonPEXNetwork

http://www.processexcellencenetwork.com/default/contributors/794-steve-towers/

BPM Leaders:
http://bit.ly/SteveonBPMLeader

http://www.bpmleader.com/author/stowers/

Successful Customer Outcomes:
http://www.successfulcustomeroutcomes.net/

BP Community:
http://www.bpcommunity.blogspot.co.uk/

BPGroup:
http://www.bpgroup.org

Links to Enterprise BPM and Process Transformation resources

Where do you go for uptodate and relevant resources for Enterprise BPM and Outside-In?

Here's a collection utilised by Certified Process Professionals with an acletic mix of tools, techniques, downloads, videos and links to key people in the world of process and customer transformation.

If you have an additional link do let us know.

1	BP Group website	http://www.bpgroup.org
2	BP Group on Linkedin	http://bit.ly/joinbpgroup
3	Coaching in Customer Expectation Management & BPM	http://www.bpmbox.com
4	Certified Process Professional web	http://www.certifiedprocessprofessional.com
5	Enterprise BPM Outside-In blog	http://www.successfulcustomeroutcomes.net/
6	BPGroup blog	http://bpcommunity.blogspot.com/
7	BP Group slideshows	http://www.slideshare.net/stowers/
8	Twitter	http://twitter.com/#!/stowers
9	Videos on the theme of Enterprise BPM & Outside-In	http://bit.ly/SteveTowersYoutube
10	Resources and people involved in BPM & Outside-In	http://www.oibpm.com
11	BPM & Outside-In consultancy website	http://www.towersassociates.com
12	Outside-In. The Secret of the 21^st century successful companies	http://bit.ly/OutsideInApple

Outside-In - The Secret keynote from Bangalore

Keynote address delivered in Bangalore at the 6th Annual Enterprise & IT Architecture conference hosted by iCMG. Updated and revised for the 5th edition of the book "Outside-In - The Secret"

Outside in The Secret_Architects_World_keynote_2011

View more presentations from stowers

The convergence of BPM, Enterprise Architecture and Customer alignment

If you are new to this debate you might want to join EA Connections, chaired by Steve Melville who penned the following words....

Your value proposition sets expectations with potential customers. The more compelling your value proposition, the larger the pool of potentially interested customers and the fewer competitors that can match it. So, the goal is to create product and service offerings that set expectations that more customers find compelling and few competitors can match. In so doing, you have re-set the bar for customer expectations within your market and created the foundation for your organization's success.

But here's the catch... you have to deliver against those expectations. One failure and you begin to lose your customer's trust. You lower their expectations with your actions, regardless of your lofty initial promises of value. And, with the explosion of social networking, blogs, 24 hour news channels, online reviews, etc., any failure to deliver against expectations, gets broadcast pretty quickly. Ask BP or Toyota what happens when you fail to meet customer expectations of safety.

So... to match the high expectations of your value proposition, the delivery processes of your organization need to consistently meet those expectations. And it is in the design and deployment of those delivery processes that the critical dependency on EA surfaces. For, in the 21st Century, such processes are heavily dependent on technology:

eCommerce and online support sites, mobile applications, ERP systems, RDBMS, SOA, SANs, etc. And not just some delivery processes, Outside-In companies recognize that the entire enterprise needs to be focused on delivering successful customer outcomes.

So the challenge becomes to align all of the process, application, information and technology resources across the entire enterprise to deliver successful customer outcomes in order to support higher and higher customer expectations. And alignment is the sweet spot of enterprise architecture. EA is the right fit because both its sweep (across the entireenterprise) and its scope (processes, information, application, and the technology that supports them) match the demands of the Operational Framework Layer of the Outside-In enterprise.

Come on down to the Linkedin discussions:
Join the BP Group http://bit.ly/joinbpgroup | EA Connections http://bit.ly/EAConnections | Outside-In Resources http://oibpm.com

Hypothesis: BPM Really Needs EA (start with the customer)

Courtesy of Steve Melville, EA Connections Manager...

At first blush, this statement might seem absurd. Many of you may already be reflecting on BPM projects where you managed to achieve perfectly fine results without the help of Enterprise Architecture (if an EA group even existed in those organizations).

Ah... the early days of BPM introduction, when low hanging fruit seems ripe for the picking! Hopefully, those successes led to other BPM projects. Wonderful! Sooner or later,

though, questions start to arise. How do all these business processes relate to one another? Where, exactly, do these processes start and stop? Where is the best data source for the information this process requires? How can I "unbundle" this hard-coded business logic that's buried deep in an application, so that I can re-order or insert activities into my business process? How many different BPMS tools do we really need? How can we ensure the processes are available 24x7? Welcome to the domains of Business

Architecture, Information Architecture, Application Architecture and Technology Architecture -- i.e., welcome to EA!

If you continue this Inside-Out journey you run into questions like... Do we really need this or that process? What are all these processes really for? And (with some help from the BP Group) you eventually arrive at the answer... the Customer! Welcome to Outside-In!

So... while I believe there are many facets to the connection between BPM and EA, I'd like to start with the Customer and, specifically, Customer Expectation Management (CEM). If you haven't read Schurter and Towers delightful book on this subject, get it (http://amzn.to/9eaGi6). I liked the book so much when I first read it, that I put together a 1- page CEM Quick Reference Guide for my own use. I am happy to share it with EA Connections members.

Here's a highly condensed thread within CEM:

Your value proposition sets expectations with potential customers. The more compelling your value proposition, the larger the pool of potentially interested customers and the fewer competitors that can match it. So, the goal is to create product and service offerings that set expectations that more customers find compelling and few competitors can match. In so doing, you have re-set the bar for customer expectations within your market and created the foundation for your organization's success.

But here's the catch... you have to deliver against those expectations. One failure and you begin to lose your customer's trust. You lower their expectations with your actions, regardless of your lofty initial promises of value. And, with the explosion of social networking, blogs, 24 hour news channels, online reviews, etc., any failure to deliver against expectations, gets broadcast pretty quickly. Ask BP or Toyota what happens when you fail to meet customer expectations of safety.

So... to match the high expectations of your value proposition, the delivery processes of your organization need to consistently meet those expectations. And it is in the design and deployment of those delivery processes that the critical dependency on EA surfaces. For, in the 21st Century, such processes are heavily dependent on technology:

eCommerce and online support sites, mobile applications, ERP systems, RDBMS, SOA, SANs, etc. And not just some delivery processes, Outside-In companies recognize that the entire enterprise needs to be focused on delivering successful customer outcomes.

So the challenge becomes to align all of the process, application, information and technology resources across the entire enterprise to deliver successful customer outcomes in order to support higher and higher customer expectations. And alignment is the sweet spot of enterprise architecture. EA is the right fit because both its sweep (across the entireenterprise) and its scope (processes, information, application, and the technology that supports them) match the demands of the Operational Framework Layer of the Outside-In enterprise.

Your thoughts?
http://www.linkedin.com/groups?mostPopular=&gid=3180325

Customer Experience Management