Welcome! My name is John Morris and this website is all about a business revolution enabled by technology, including especially technology around "BPO", "BPM", "data services" and "presentation".
Using journalism as my model, I want to share what I learn about the potential, the successes, the reality and the dysfunctions of this new technology-enabled business world. And luckily, my role as a front-line sales person and evangelist for business technology-based projects gives me a great perspective "at the rock face". In addition to that bottom-up perspective, I'm also able to attend both industry and academic conferences, which along with wide reading and conversation provides the theory that helps make sense of daily practice.BPaaS
A short answer is this: "In a competitive world, and for both technical and economic reasons, BPM is likely to play an increasingly important role in customer experience". This blog entry explores this proposition in more detail. But first let's qualify our short answer above by defining the terms "customer experience" and "BPM". (For the purposes of this discussion, we'll focus on BPM as "technology" or "software" and on customer experience as "customer experience system"). . . . read more |
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 Would you like to learn a secret about how to be more successful in the coming year? Either personally, or as a manager or professional?
OK, this trashy "come-on" is only justified because it's almost year end (2012), and time for lots of management how-tos, especially "how to cope with information overload". Most of the advice is common sense, and if we are very disciplined, might even help us to be more effective.
But how about some advice that might actually work?
This blog post is about managing more effectively by considering the cost and utility of information. So much of our work every day is spent wrestling with information management. And information has a whole lifecycle, from identification of need, to acquisition, usage, curation and even secure destruction. In fact, much of common sense management advice is about better information management. (It's not for nothing that computers and software are collectively known as "information technology".)
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No business person really cares about technology except insofar as that technology helps get the job done. But there's one technology that's different.
Asking this question is audacious. But important. Here's the short answer: BPM projects fail at a rate higher than tolerable (thus the question) because BPM projects, being fundamentally different than all other IT projects, are not yet sufficiently supported culturally, organizationally and economically. In particular, a BPM projects puts pressure on business executives for detailed process leadership, a time-based pressure without precedent and for which many or even most executives are not ready. The first response to ebizQ's question, from Emiel Kelly, alludes to these issues with the statement that BPM is seen as "a project, not as daily business". Subsequent comments by other contributors elaborate in worthwhile ways. But it's worth making Kelly's "not as daily business" explanation more explicit. Specifically, from the original answer above, what does it mean that BPM projects are "fundamentally different", and why is this difference important? And what is "cultural, organizational and economic" support?
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