It’s not often I speak my mind (what ?!!?) but this really irked me today. I order a bunch of rainbow roses from Interflora UK online yesterday. Complete all the details, Bob’s your transvestite aunt and I’ll have a happy recipient at the other end tomorrow.
Wrong.
The sad trail goes like this:
There’s an interesting discussion taking place on the ebizQ forum right now.
What is the single most important factor in assuring BPM’s success ?
There’s a definite tilt towards both education and buy-in being the common factors, but there’s a lot of vendor driven direction, the question asks for BPM success, not BPMS.
Again, if their hype cycle is to be...
Like any industry, there are educational materials, books, training and certification courses all over the place, mostly unregulated. I won’t go into the pitfalls, I’ve written about it too many times anyway here on BPMredux.
But, I want to follow on from suggestions and attempts over the last couple of years and hypothesize again.
What if vendors who promote specific tool training and education courses all adopted one methodology standard as part of their introduction to the discipline ?
If you look at some of the offerings, IBM/ Lombardi, Pega, Appian, Ultimus, they all offer BPM training in a variety of flavours, mostly centred around their own tool. Fine. But obviously part of this learning experience people need to understand the discipline itself, the basics, the various tools as a methodology that are available. A vendor may not be best placed to do this, but…..if they all adopted one standard and recognised course as the precursor to...
I have a particular problem with BPM ‘centers of excellence’ or ‘competency centers’ in today’s organic enterprises. The impact of social internally and externally has yet to be fully realised outside of the technology sphere because we are still stuck in traditional ways of control through hierarchy and bureaucracy, and these old ideas of centralised command and control centers for BPM aren’t helping.
I’ve written how loose structures promote creativity before, self organising networks that expose hidden talents and true experts, the mines of information between workers informally. I’ve also written before about how the BPM methodology and organisational makeup need to adapt to these changes too, that an understanding of sociology and networking analysis needs to be taken into account now.
So where does this lead ?
If we take the self organising network idea a step further (and this is a human trait, we seek people out, hence the inspiration and creativity...
Reading through a copy of the Gartner Hype Cycle report for 2011 it’s clear there’s a really heavy slant towards technology in Gartner circles (probably driven from the fact that’s where they get most of their revenue so it’s self-fulfilling) and there are a number of anomalies in their assessment of the BPM practice.
In addition, there are few professional education programs that really teach new approaches to the management disciplines highlighted above. Furthermore, the BPM market lacks an academic thought leader or best-selling management books on BPM. These are the primary reasons why BPM as a discipline has moved further into the Trough of Disillusionment, and why we think that it will still take 10 years for these management skills to become pervasive.
Hang on. So what have we all been doing for the last 20-...
Ok, much has been made of the BYOD (Bring your own device) phenomenon just now and it’s fair to say that the extension of processes across mobile devices internally is affecting BPM at a pace unseen for years. The changing face of interaction with both business to business and also business to customer is accelerating faster than most can keep up. It’s the “consumerisation of IT” say the analysts.
But here’s a thought: what if we allowed customers and people alike to BYOP (Bring your own process) ? The effective consumerisation of process (and everything within it) !
Think about it, we allow BPMS to constantly monitor and...
Well the M&A machine across BPM rolls on, Kofax got married to Singularity earlier, now it seems Casewise are on the sniff for a partner…..or are they ?
Casewise CEO Alexandre Wentzo posted up a YouTube video today of an interview of himself discussing their 2011 performance and thoughts towards 2012 strategy.
It’s interesting because to me it signals that they’re on the market for acquisition not the other way around, the deliberate style of the video and constant reiteration by the interviewer seems to slant towards a beauty parade, the mention of the Gartner BPA award almost the cherry on the cake for any potential suitor. They stopped short of promoting world peace through process harmony though. Sure, Alexandre rebuffs the comment about would-be enquirers midway through but feels like a come on, hey boys I’ll play hard to get for a while but I’m waiting……
Given that Casewise tools seem to cover all angles of the BPM sphere and that they’re saying that...
Following on from previous posts on BPMredux (Social enterprise, the Cabal, and ambient awareness) and taking up on Scott Francis’ suggestion that more cross-pollination is needed in the BPM industry at large, I decided to scribble a few notes on Process AI and the industry starting to hire outside it’s...
In my last entry I wrote frankly about the state of play in the BPM industry at large and received a lot of positive and constructive feedback.
In this post I’m going to attempt to address some of the shortcomings highlighted from various posts I’ve made in the past as well as conversations I’ve had with people since. It’s really just an addendum to the previous week but no less important in order to make you think a little more.
The Emperors Old Rags
Just what exactly are you boys trying to sell ? Let me take a couple of extreme examples to highlight the point:
I’ll start by making a bold statement: BPM must die.
There. I’ve said it. Move on.
It’s not a prediction. Well, of sorts it is, because for over a decade it’s limped on and it’s time to put a bullet in the old mare. I’ve spent the last week or two looking over what I wrote two years ago and I could repost them all over the course of the next three months and they’d all still strike home.
So what does this mean ?
It means BPM has never really gotten out the gate as something unique and fell flat on its face at the first hurdle. Why do you think it’s such a hard sell internally or to new clients ? Because there is no real market niche (or to put it in another way, the market niche created for BPM is so vague it shouldn’t exist in its own right between the likes of CRM, CMS and ERM).
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