BPM Quotes of the week

On BPM and Big Fish – Jim Sinur

The number of BPM players we are tracking have slimmed down from about 180 to 80 as of this writing. I think we are about to see a further thinning of the school of BPM fish. What are the small fish to do? Well either the small fish have to be a lot faster or find a nice niche to hide in going forward. I would suggest that the smaller fish move to speed to innovation first and then duck into a niche when severely threatened

On BPM and Big Dinosaurs – Chris Adams

Just because a “Big Fish” vendor gains entry into a market and can create a technology solution, it does not mean it will be successful (think Google’s social endeavor with Wave). With this inability to execute, are we talking “Big Fish” or “Big Dinosaurs”? While the largest of dinosaurs of old did indeed rule the world in the past, they became extinct and the smaller reptiles survived, many of which thrive in the present day.

On Business and Dinosaurs – Eric Peters

Sure, the media loves to talk about the big guys and their billion dollar assets, sharp teeth and heightened sense of well, bureaucracy– but by now you should realize that technology is giving companies the upper hand in making decisions faster, implementing strategy more efficiently, and surviving meteorological catastrophe (so to speak).

On the difference between IT and business – Sandy Kemsley

He had one slide in his presentation that really resonated: “Business is event-based. IT systems are transaction and query-based.” That sums up the difference between how things happen in the real world, and the nature of the systems designed to support those things.

On CIOs – Joe Shepley

when addressing functional aspects of her job, a CIO will be systems oriented, focused on efficiency, effectiveness, and security to measure her success. A transformational CIO, in contrast, will be more process oriented, focused on the overall enterprise agility delivered by her platforms. And a strategic CIO is really focused on enabling enterprise decision making with quality intelligence as well as fostering innovation

On BPM CoE (centre of excellence) – Connie Moore

Many companies launch and deploy successful BPM initiatives without a center of excellence (CoE). But our research shows that successful BPM programs have a high correlation with the existence of CoEs, and, as a mirror opposite, unsuccessful BPM initiatives have a high correlation with the lack of a CoE.

On Change Management – Craig Reid

When trying to get your employees to adhere to policies and procedures, you have hard power and soft power at your disposal. Hard power is negative motivation. This is when you intimidate employees into compliance. You issue warnings, reprimand them, and offer greater (or fewer) tangible rewards. Soft power is when you get them to follow a process via the art of influence

On Overcorrecting – David McCoy

If you look at a Gartner Hype cycle, you’ll see that it positions technologies and concepts using an oscillation pattern. I see the elements of a dampening sine wave. So, all the world is a wobbly bundle of hype and wiggly water pans. Watch for the extremes. When you hear someone say, “Brick and Mortar are dead,” or “Retirement as we know it is over,” realize that there’s a bit of truth to the comment, but that the real message is, “Watch out! There’s a sloshing pan of water before me, someone’s overcorrecting, and I’m going to get soaked if I don’t move out of the way.”

On Decision Management – Carlos Serrano-Morales

In Decision Management, getting the business analyst interactions right is at the core of what makes the effort a success or not. Without that piece in place, Decision Management efforts quickly degenerate in essentially slightly less rigid typical IT-managed processes.

On Modeling Environments – Scott Francis

My advice: for now, stick with one modeling environment. Choose one that starts with modeling and lets you seamlessly add execution details. If you use a “modeling only” environment it should stay at a very high level to work out concepts and disagreements – not to model execution-level details.