On iBPMS – Jon Pyke
it pains me to say it but Gartner seem to be clutching at straws to say something new and innovative and relevant – this idea and this MQ misses the mark by a country mile.
The notion of “intelligent” BPM suggests that the “unintelligent” BPM systems are or were incapable of making routing decisions, reacting to external events, responding to deadlines, prioritizing work etc. Which is of course nonsense.
On iBPMS – Bruce Silver
In the MQ report, Gartner warns, “Do not compare the new iBPMS Magic Quadrant with the prior 2010 BPMS Magic Quadrant. They service different audiences.” With all due respect, that is absurd. There is not a separate audience for iBPMS.
On iBPMS – Scott Francis
One of the surprising things is that a couple of vendors don’t support BPMN at all. What concerns me is that here is how many vendors are using non-standard process modeling languages – but without being able to promote any special benefits for their notation. If you’re going to do something different, do it with a purpose. Don’t be different and inferior! Or different solely due to historical reasons or current lack of investment.
On BPM and the future of Work – Setrag Khoshafian
What’s even more exciting is that BPM technology can be also used with brain-machine interfaces (BMIs) to create the next ‘killer applications’ that will allow human participants to interact with smart devices. By interacting with BMIs, BPM can guide, coach, and provide intent-driven interactions for machines and human participants optimizing the execution of complex tasks. This could be used for the development of technologies assisting humans intelligently with much wider implications than simply automating work-related tasks.
On Process Improvement and Fear – Brad Power
Organizations with cultures that value continuous improvement are far better at changing their processes and staying competitive. Yet most organizations that make a run at continuous improvement fail to make it stick because of fear. As Zeus Inc.’s John Ryan points out, “You should embrace fear for the tremendous benefit it provides.”
On BPM and Mobile Strategy – Theo Priestley
A mobile strategy requires a complete rethink in process design, how both the user and internal resources are expected to interface with your business this way and how you are intending to service your consumers through that interface. It’s an entire service channel experience all on it’s own, not an extension of your current web strategy. Get it wrong, and as the term mobile suggests, the consumer’s business can easily move to a competitor who gets it. And they’ll have an app for that too.