deliver enterprise performance breakthroughs with social bpm
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Janelle HillVP & Distinguished Analyst
Gartner, BPM Research
Delivering Enterprise Performance Breakthroughs With Social BPM
“Social” Shifts the BPM Focus From Efficiency to Effectiveness
Traditional “BPM”
(Doing by design)
Social BPM
(Design by Doing)
Structured process
Unstructured process
Efficiency
Effectiveness
2
Key Issues
1. Why is BPM more important today than ever?
2. How can Social BPM optimize business outcomes?
3. How should we advance our vision of BPM?
3
Conventional Business Operations Cannot Satisfy the Escalating Demands of Modern Business
Run-the-Business Operations
CRM OrderCapture
Manual Approval
Fulfillment Billing
Decisions• Inflexible policies• Hard-coded rules• Simplistic decisions
Process Management• Rigid processes• Labor-intensive manual control of flow
Situation Awareness• Missing facts• Limited visibility
into the business
Limitations of Conventional Operations
Increasing CompetitionGlobalization
Better Customer Service
More Regulation
Faster Pace of Business
Market Consolidation
Increasing Business Pressures
4
Structured, routine activities
Unstructured work activities
Untapped opportunities for differentiation
20%
Unstructured, Knowledge-Centric Work Is the Big Opportunity
80%
5
Adaptability• Design systems for change,
(not to last)• Design by doing• Social Collaboration
Visibility• Explicit, live process views• Pipeline visibility• Work item visibility• Resource visibility
Accountability/ Traceability
• Empowered work force• Clear line-of-sight for metrics
and outcomes• Goal driven processes• Process execution audit trail
Beyond Efficiency, BPM Raises the Bar for "Operational Excellence"
Definition AttributesExpectations
… that directly contribute to enterprise performance results …
by driving operational excellence and agility.
BPM treats processes as assets …
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The Social Organization
The Nexus of Forces Will Create New Operating Models
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Key Issues
1. Why is BPM more important today than ever?
2. How can Social BPM optimize business outcomes?
3. How should we advance our vision of BPM?
8
The “White Space” Problem Sub Optimizes Enterprise Performance
= "White space": no one is responsible, management blind spots, accountability gaps
Adapted from G. Rummler, White Space Revisited
Process ownership is constrained to functional authority. Process participants mostly work in isolation
Information sharing is constrained to approved communication channels
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Q15. What are the top three challenges that your organization’s BPI initiatives need to, or will need to overcome in order to successfully deliver the top 3 strategic business outcomes you previously identified?n=557
Top Challenges to BPM Adoption, 2012 Survey
Multiple responses allowed 10
“Organizational Politics” is Essentially a People Issue
Cross-functional* BPM threatens:• My power base• My bonus• My job security• My expertise
* Cross-Boundary Process Management represents Level 3 BPM Maturity in Gartner’s ITScore for BPM Maturity model. 11
Social + BPM Combine to Enable People to Change Their Behavior
Efficiency
Engagement Empowerment Emergence
Accountability Visibility Adaptability
Traditional Process Management
Business Process Management
Social BPM
12
Break Down Organizational “White Spaces” with Social Collaboration
• Open access for all• Location-independent
• Virtual Proximity• 24/7 availability
• Multiple media support• Interactions, fully contextualized,
are automatically logged• Foster ‘cocktail party’ behavior
(adhoc relationships)• Social networks• Peer Rankings
Cloud-BasedProcess
Collaboration Spaces
“Before” “After”
• “Tiger teams” created• Physically Collocated• Time boxed• Project Based• Manual audit trail (if any)
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• Dynamic communities• End-to-end visibility for all
participants• People move easily in
and out of different contexts• Crowd sourced innovations,
adaptations• Advanced BPM-enabling
technologies (ie iBPMS with predictive analytics) increase confidence, driving collective accountability
• Real-time dynamic adjustments to optimize outcomes
Order to Cash
Collective Process
Stewardship
Break Through Process Performance Accountability with Social BPM
Single Process
Ownership
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Key Issues
1. Why is BPM more important today than ever?
2. How can Social BPM optimize business outcomes?
3. How should we advance our vision of BPM?
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Consider How Much "BPM" Is Right for Your Enterprise
The Gartner BPM Sweet Spot Framework
90% of Process-centric organizations
aspire to be here.
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Which Processes Need a Faster Rate of Change?
A pace-layered process strategy focuses on managing and governing process change.
Systems of Differentiation
Systems of Record
Systems of Innovation
"I know what I want, but it needs
to be different from my competitors."
"I don't know exactly what I want.
I need to experiment."
"I know what I want, and it doesn't have to be unique."
Pace Layering
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Where to Look for Opportunities? Every strategic process will
eventually become a socially designed and evolved process.
Processes experiencing disruptions or high rates of change.
Opportunities for process improvement that are just too hard to tackle without the crowd involved.
External facing processes (customers, suppliers, partners)
Success with social collaboration is fundamentally a business
leadership and management challenge, not a technology
deployment.
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Advance From Vertically Integrated Operations to Virtually Integrated Operations
Descriptive and Predictive Analytics
•CEP•BAM
•Others
Situation Awareness
Events
Decision ManagementPrescriptive Analytics
•CEP•Rules
•Optimization•Others
Internal
External ExternalActions
“Intelligent Business Operations” is an emergent BPM usage scenario.
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Intelligent Business Operations Leverage Diverse Kinds of Tools for Different Purposes
Run-the-Business Operations
CRM OrderCapture
Manual Approval
Fulfillment Billing
More Flexible
Processes
Added Real-Time Operational Intelligence
Flow Management•Case mgmt.•Workflow•Process orchestration•Service orchestration
Faster and Better
Decisions
Decision Management•Rule engines•Statistical analytic services•Optimization tools
Better Situation
Awareness
Event Management•Complex-event processing•BI BAM•Process intelligence BAM
BAM = business activity monitoring; BI = business intelligence 20
Indentify the Process Intelligence “Dials” That Enable You to Tune Execution• Establish leading indicators and
desired outcomes by role.
• Push decision authority closer to where work happens.
• Establish guidelines, not procedures, for how to attain desired outcomes
• Tune operations to shifts in business patterns
Pattern DetectionProactive AlertingDynamic scenario
invocation 21
Shift From Conventional BPM to Social BPM
Shift Primary FocusFrom… To…
Process Modeling Purpose Modeling
Process Execution
People Engagement
Up-Front Design Emergent Design
Linear Activities Community Collaboration Cycles
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For Breakthrough Enterprise Performance, Remember that Less is More
• Encourage Collaborative Behavior- Social BPM's greatest contribution will be
mass collaboration, not process improvement. Measure it! Reward it! Leverage it!
• Create a Shared Purpose- "Traditional" BPM creates barriers! Social
collaboration leverages natural relationships to create a shared purpose.
• Open Communications- Real-time communications, Cloud-based
collaboration spaces, crowd-sourcing, virtual collocation, social networks, mobile devices, correlating metrics to shared goals
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Recommended Gartner Research Social BPM: Design by Doing
Elise Olding, Carol Rozwell, Jim Sinur (G00200281) Master Six Core Principles to Tap the Massive Power of
Social Media, Anthony J. Bradley (G00225600) Employing Social Media for Business Impact: Key
Collective Behavior Patterns, Anthony J. Bradley (G00173838)
Operational Resilience: Adapting for Competitive Advantage Using a Pattern-Based StrategyElise Olding, Donna Fitzgerald, Carol Rozwell (G00206649)
The Trend Toward Intelligent Business OperationsW. Roy Schulte, Janelle Hill, Nigel Rayner (G00213721)
For more information, stop by Gartner Solution Central or email us at [email protected].
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Gartner's ITScore for BPM Maturity: Milestones on a Representative Journey
= Representative milestone= Example Maturity Journey
Organization & Culture
Dimensions
Process Competencies
Methodologies
Technology & Architecture
Metrics & Measures
Governance
Level 1Process-Aware
Level 2Coordinated
Process
Level 3Cross-BoundaryProcess Mgmt.
Level 4Goal-DrivenProcesses
Level 5OptimizedProcesses
Acknowledge operational challenges
Document top level business
processes
Monitor business results (process outcomes) and
adjust for effectiveness
Automation of routine activities
Champion role emerges
Process Owners
identified
Fully functioning BPCC
Measure, monitor
and adjust operational processes in real time
Public reputation for
process excellence
Process hierarchy now aligned to strategic goals
Optimization technologies in use to help balance resource constraints across processes
Generally, most are here
Create communications
deck
Perform quick win projects
Soft launch BPCC
Conduct opportunity
assessmentand define
PPIs
Process models synchronized with process execution
Process governance structure,
process and policies in place
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Characteristics of Different LayersCharacteristic Systems of
RecordSystems of Differentiation
Systems of Innovation
Business Processes
•Well-understood•Common•Repeatable structured processes
•Well-understood•Unique•Some unstructured processes
•Poorly understood•Unique•More unstructured processes•Dynamic or ad hoc
Data and Information
•Highly structured•Tightly managed•Usually internal•Audited
•Structured and unstructured•Internal and external•More dynamic•Auditable
•Less structured data•More external data•Dynamic•Auditable
Analytics •Reporting historical data
•Real-time reporting analytics
•Predictive analytics•Scenario-based
Business Process Agility
•Low •Moderate •High
Process Integrity •Built-in •Mix of built-in and user-defined
•User-defined
Source: "Balance Process Agility and Process Integrity Choices Along the Application Continuum" (G00213265)
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