Process and Business Quotes of the week

On Business Innovation – Max J. Pucher

It is rigid, financial planning that suppresses innovation. Long range, strategic innovations are not possible because the ROI payback is considered too long. Business processes are automated and standardized to avoid risks and write-offs. The only thing that remains flexible is a completely pointless business strategy that is no more than an ad flick for stock market analysts.

On Solutioning – Chris Lockhart

The issue with this is, the people who like to create solutions are typically not the best equipped to fully understand the context of the problem. They are structured by nature to take action, to find a way around the obstacle. Their gaze is fixed on the end result, the grand design of what will be in the future state. It should have all the properties of flexibility and elegance and sophistication commensurate with their intelligence and capabilities. With this horizon-centric, forward looking perspective, the original purpose for the effort is usually sidelined.

On Unstructured Content – Lee Dallas

No content is unstructured. Some content simply lacks the uniformity of rectilinear (boxlike) structures. Design decisions on how best to manage content should hopefully be made on pragmatism but too often are based on habit. All content management systems have access to and manage structured data about and in content. It is simply more efficient to treat some data as too complex to manage. Therefore you trust that unit of work to a consuming application or a human mind.

On Best Practices – Jacob Ukelson

So given those definitions he is certainly right “ACM is for best practices, BPM for process”. The “good news” is then we have BPM (Business Process Management) and bpm (best practice management

On Process Design and powerpoint – Mike Schaffner

Our goal in process design is to simplify them and reduce the chance for error. Most processes typically have a path that is followed at least 90% of the time. This is what most people picture in their mind when they think of a process flow… The problem with the swim lane diagrams is that they show not only the most common path but also all alternates… it looks like we’ve added complexity instead of reducing it

On BPMS – Setrag Khoshafian

Modeling is useful. However, often process improvement initiatives end up with voluminous documentation, with little or no value. The chief objective of improvement is not voluminous documentation or artifacts of models. It’s about getting results. To achieve concrete results, the proposed process improvement needs to be executed through a BPMS.