Digital Business (DBiz)

Evolving From Human-Centric to Social-Centric BPM

The need for evolution from Human BPM to Social BPM

With the significant cultural revolution brought about by social media resulting in a new set of social capabilities, enterprises are discovering value in collaboration and engagement of process users in the BPM execution environments. By traditional definition, human-centric business process management is an approach to BPM that focuses on human activities and human interventions in business processes, and supports them with automated functions 1. The emphasis was on operational efficiency, process visibility and control with business agility. Now, the adoption of social models and opportunities for collaboration are extending the traditional boundaries of human-centric BPM systems.  There are many dimensions that necessitate this change in outlook.

Customer Experience Measurement

An increasing number of organizations are monitoring the “Net Promoter Score” or NPS metric.  While NPS can help an organization get a sense of where it stands with its customers, measuring NPS – by itself – is no guarantee of improved success in performing for customers.  However a process based approach to measuring, modeling, and improving customers’ experience can produce significant results.

Enhancing the Value of Your Government Transformation Road Map

All you need is the plan, the road map, and the courage to press on to your destination.” – Earl Nightingale

If you are a government program or project manager, let’s say in the IT solutions (or services) delivery business, you’re probably devoting a lot of thought to the long term view of how you plan to deliver on the promise of your product(s), solution(s), or services(s) – even as you grapple with the day-to-day challenges, risks, and issues that inevitably arise to frustrate your best laid plans. I suspect that you’re also maintaining some form of a road map for each of your projects, to highlight the many intermediate goals that need to be accomplished along the way – perhaps feeling frustrated at times by the need to maintain all that information on a single, fairly intuitive page.

Five Steps to a Data Driven Organization

Big Data is all the rage, but how should we use it, and how does it relate to process improvement and BPM?

Big Data is really just a new category of data, but one that has gotten a lot of buzz because it

  • is a catchy term
  • casts a wider net – out to external customers, potential buyers, suppliers, other networks in the general market place
  • requires more sophisticated methods of gathering, modeling, and analyzing the data

So add Big Data to your organizational tools, but make it an integral part of a data-driven organization.

Foundational Principles
The two critical underlying questions before any organization starts gathering Big Data or data of any kind is: 

Gartner Outlines Transition to Digital Business

Digital business promises to be a massive disruption to all industries. Practitioners will need to reinvent core operational processes for the digital industrial economy. What are the forces driving digital business disruption? How do you deal with digital business? Janelle Hill shares Gartner's perspective on Process Reinvention, steps that practitioners should take to capitalize on Digital Business and Business Moments and a sneak preview of major themes that will be a part of Gartner's BPM Summits in 2014.

Attend this webcast to learn:

Webcast Date: 
Sun, 03/09/2014 - 13:00

Government Transformation Depends On Dynamic Portfolio Management

“We can’t solve problems by using the same kind of thinking we used when we created them.” - Albert Einstein

In the 21st century, government transformation initiatives have become increasingly more common, rather than exceptional. Some ambitious public sector initiatives turn out to be at least partially successful, though many others do not. Even when transformation success is declared, the outcome is often plagued by significant limitations that must be dealt with for many years.

Automating Capture to Transform Unstructured Data Processes

We live in a fast paced world where consumers demand high quality and rapid services. When we buy an item on-line we expect a confirmation email in seconds or we start to be concerned that something has gone wrong.

The desire for rapid and meaningful response is also growing in more complex transactions such as a mortgage or insurance application, even though these often require documents to be supplied that contain the data needed to decide on the claim or application. Consumers can now take and send pictures on mobile devices or scan documents from home, and are attracted by the simplicity and availability of 24/7 e-business.

When transforming these types of business process a capture strategy is needed to enable documents to be delivered and processed in a fast and low cost means, with a consistent high level of quality.

BPM and Big Data - Why it Makes Sense

A lot has been written about Big Data in the last few months.  Most companies are trying to make sense of the large amount of data they have to serve as an input to both strategic and operational decisions. In this article, I’ll discuss a couple of reasons for the obvious link between BPM and Big Data and how they can co-exist with BPM implementations helping drive adoption of Big Data.

Most BPM platforms have built-in capabilities to collect process parameters and key process related data during process execution. Most also provide some form of rudimentary to sophisticated analysis of the data, perhaps not run time, (yet), but on a post facto basis.

Process owners use this data to gain insight into the process, for example:

Process-oriented Systems Paradigm for the Process Age

In the previous article “Integrated Business Management in the Process Age”, I discussed the concepts that will shape businesses in the Process Age. In this article I will discuss how process-oriented concepts and systems engineering practices can be used in a process-oriented engineering methodology.


In the previous article “Integrated Business Management in the Process Age”, I discussed the concepts that will shape businesses in the Process Age. In this article I will discuss how process-oriented concepts and systems engineering practices can be used in a process-oriented engineering methodology.


Best Practices Keynote: Rethinking Design Thinking

Recently, the idea of “design thinking,” originally defined as the problem-solving approach of a designer, has been used to describe a broader approach to innovation and creativity. Companies like Target and P&G, as well as design firms like IDEO and Continuum, are currently applying design thinking to problems that were once the domain of purely analytical thinkers, but, as in many disciplines, there is little agreement on its exact definition and whether or not it creates value for businesses. This talk will define design thinking, present case studies of effective (and not so effective) applications, and outline the elements of the approach most useful for business process innovation.

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