On his ebizQ blog, Peter Schooff asked an important question (June 2012): "Has social BPM fallen short of expectations so far?" If you are exploring the promise of social BPM, the answers to Peter's questions are worth reading. Your host believes there are two key challenges before we will realize the promise of social BPM: (1) a technology challenge and (2) a governance challenge. Here are your host's comments, mirrored from ebizQ:
Some of the challenge around social BPM is associated with expectations and hype contrasted with the immaturity of social BPM software technology. There is a huge amount of research around "work", "narrative", "story" and "annotation", but that research has not truly been engineered yet into social BPM products. The result is that most current social products are not built on a solid model of how narrative works in the human mind and as communication transactions between actors. And typically, a model of "work", i.e. what should be the subject of conversation, is also missing. But, over time we should see these challenges addressed, and surely the result will be very exciting.
However, I believe there's another challenge beyond technology, which may be more difficult to solve. This is the challenge of "social technology governance".
The boffins at McKinsey have just issued a stirring call to "free the reps"!
According to the consulting company, at one representative global firm, 75% of inside sales reps' time was spent not selling!
This frustrating sales situation is not uncommon, despite what McKinsey says is "the guiding principle of all sales operations", which is "to maximize time for selling and relationship building". Of course sales people and sales executives, and probably even general management, all know that sales people should be selling. But given that sales people everywhere are facing similar issues, it's helpful to have a spotlight on the situation.
As a professional B2B sales person focused on BPM, your host is naturally interested in the subject of the McKinsey article -- and how BPM is one point of leverage for improving sales operations. The McKinsey article also raises larger questions about sales management; your host has now commented on these issues in the letter below.
You can read the whole McKinsey Quarterly article and follow up reader comments including your hosts' comment, at the following URL. (Please note you will need to register, although there is no charge.)