On BPM and Microsoft – Sandy Kemsley
Microsoft has to tread carefully so as not to provide functionality that undercuts their partners’ business, and partners are always at risk that Microsoft will decide that their business is just a bit too strategic to leave to partners. I find it hard to believe that there’s not some sort of BPM work going on within the core SharePoint platform, since process is becoming a key competency in many organizations and Microsoft is unlikely to walk away from that opportunity to develop deeper ties into their customers’ business operations and IT infrastructure.
On BPM and Cloud – Glenn Donovan
So, here’s what I’m left wondering. If your current architecture and platforms aren’t delivering the agility you want on-premise, why would propagating the same kind of technology in the cloud give your company greater agility? You may be able to get lower cost and greater simplicity, however, if we continue to use closed, proprietary-logic applications that turn our business processes into ‘code’, undecipherable by mere mortals, how can we expect to become more agile and responsive to business needs? No, the real opportunity in the cloud is to adopt new architectures by accessing them wholesale instead of building them yourselves.
On BPM Outcomes – Jaisundar
And yet, more frequently than you’d like, you come across that situation where a team of ‘stakeholders’ stand around scratching their heads, staring at a BPM application on the floor with its tongue hanging out.
OK, I exaggerate. Maybe the BPM application is really not that down and out and dead. Let’s just say the outcomes – vis-à-vis the original promise it held for them – don’t quite jump out with lively exuberance
On New Generation BPM – Tom Molyneux
Newer BPM platforms are taking other cues from the commercial world. They are being deployed as apps on mobile devices. Instead of displaying process in an arcane language that looks like an electical engineering schematic, they use a few simple symbols and mostly plain language to provide employees with a clear understanding of their tasks. They support rapid release cycles and real time feedback and Q&A through integration with existing social platforms.
On BPM and Rebels – Theo Priestley
Rebels are rule-benders and rule-breakers who are more tuned into the art of the possible. Those that spot workarounds and backdoors in systems to make them work better in a mundane role. Those who challenge their supervisors because they know how the process works better than they do. Those who are told they can’t do something because the company structure says so but still push forward.
On Process Maturity – Scott Francis
As a wise person once said, if you have 10 major corporate processes you are looking at, should you invest your budget for process improvement equally among the 10? or should you invest it disproportionately toward the major processes with the most room for improvement?
On BPM and Agility – Neil Ward-Dutton
if you’re in a place where you need to create a business case for BPM investment – either from scratch or to get a new project started – think about this broader view of business agility, and map it to your organisation’s own high-level strategy and goals. Use this to frame some of what you explore when you create your business case.