The End of the Beginning,

NOT the Beginning of the End,

for Business Process Management.

Phase One of BPM. . .

Cross-Application Integration

Managing Screen-Flows

Abstracting Business Logic

Enabling Business Control of Business Processes

Delivering a Transactional Thread Across

Systems

BPM in the First Wave

(Where Most Still Are Today)

Driving Compliance and Scalability by Automating Predefined Workflows

BPM Processes Are Deterministic,

Where All Possible Paths Are

Pre-Determined or Known in

Advance, No Matter How Complex

the Pathways May Be.

The Direction of the Process is

Determined by the Pre-Defined Path

and Current State; State is Determined

by the Preceding Activity.

BPM enables a transactional thread

from application-to-application,

activity-to-activity.

The 2nd Major Revolution in IT Architecture

1970 20201995

40 Years of Data-centric

Application Design

Message-oriented middleware (MOM)

Extraction & Transformation

Client/Server Architecture

Transaction Processing

Data Synchronization

2013

Cloud Architecture

Predictive Analytics

Semantic Integration

Mobile, Social, Cloud

Process of Everything

The Relational Era

The Big Data Era

Accommodating More Comprehensive, Dynamic Process Lifecycles

From Transactional Data (Control) to Data-Driven (Visibility)

“Data-Driven” = Shift to Information-Intensive, Adaptable

Processes Driven by Analytics, Context, and External Events

Shift to “Intelligent BPM” and “Smart Processes” . . .

Leveraging Rules / Policies, Goals and Intelligent Agents

More Agile Execution Models Allows for Adapting to Meet Goals,

Rather Than Sticking Strictly to Predefined Paths

Allows Separating Automation of Mundane Tasks for Efficiency,

While Keeping the Overriding Focus on Effectiveness

BPM Evolves to Address New Realities of Digital Business

Structured Workflows vs.

Case Management Processes

Defined Start Point

Defined End Points

In Between the Process Follows a Predefined Path or Otherwise Fails

Case Management Adapts to the Context of the Case, Guiding the

Outcome Based on the Combination of Defined Goals, Rules/Policies,

Data, and Application of Knowledge Worker Know-How.

Handling Unpredictable, Data-Driven,

Customer-centric Processes

A Library of Process Fragments Can Be Called on to Automate Mundane

Tasks or Regulated Processes

An Event Occurs Which Launches a

New Process / Case

The Case is Completed

When Criteria is Met

Analytics Help Define How the

Case is Processed

“Intelligent Capture”Information is Captured and Added to the Case

Prepare Document Process Application

Business Rules, Policies and Processes Are Run

Against Case Data

Ensuring continuity across multiple channels, including mobile devices

with inconsistent connectivity

Business

Value

Time

Data

LatencyAnalysis

Latency

Decision

Latency

Infrastructure

Latency

Business-relevant Event Occurs

Event Data Captured

Analysis Delivered

Action Taken

Value Available

Through Earlier

Notification

Value Available

From Faster

Decisions

SOURCE: Adapted from Hackathorn, R. (2002); zur Muehlen, M (2010)

Why you want to act sooner not just faster.

Business

Value

Time

Move to the point of

action to here. . .

…from here.

Leverage BPM with mobility and analytics to shift the

point to which business events become actionable.

Why you want to act sooner not just faster.

Meet Your Customers

for the Next 20 Years

Are you ready?

Meet Your Customers

for the Next 20 Years

What’s Next?

What’s Next?

How will you keep pace and still

innovate in the post-relational,

post-PC, Internet of Everything

digital marketplace?

The home office receives the application electronically, underwrites the policy and electronically issues and sends the policy to FA.

“Intelligent Capture”Questions answered, the application is completed and signed electronically on the tablet. The client writes a check to bind the application and the FA uses the tablet to take a picture of the check to bind the application.

A Financial Advisor (FA) conducts client annual review – determines client needs additional life insurance.

The FA can choose to print the policy or send an electronic copy securely to the client.

14

The FA hits the “Mayday” button and spawns a live video chat with an underwriter.

5

6

6

Customer-centric, Dynamic Process Example:

Financial Advisor Meeting With a Client for Their Annual Review

3

2

FA brings up an

insurance

application on

tablet and fills

out with the

client.

Shift From Efficiency to Effectiveness

Success Metrics and Performance Objectives are Increasingly

Revenue-Focused not Cost-Driven

Focus on Response Time and Customer Experience

New Investments Must Anticipate Multiple/Legacy

BPMS installations

Transparency of Business Operations Increasingly Means

Gaining Visibility Beyond Core Business Systems

Delivering the Ability to Measure Performance &

Progress in Holistically, Across the Entire Process

BPM Going Forward: The Next 12 Months and Beyond

As a starting point, avoid processes that:

√ are already well-defined,

√ are overly complex, or

√ are politically-charged.

Look for opportunities and processes that are characterized as:

√ paper-intensive, involving tasks done on a frequent basis (daily),

√ lacking a rigid or controversial definition, and

√ having an immediate and measurably positive impact on

stakeholders, end users, and customers.

Getting Started With BPM:

Picking the Right Targets

Getting Started With BPM:

Picking the Right Targets

Com

plex

Tactical StrategicAlignment With Business Goals

Sim

ple

Deg

ree

of

Dif

ficu

lty

Limited Value,

Low Visibility

Likely

Target Area

High Value,

High Risk

What Metrics Provide the Best Measurement of Success for This Process?

Are the Terms (Vocabulary) Consistent and Mutually Understood?

Who Benefits From The New Process or System?

How Will This Improve The Customer’s Experience?

How Many Systems Need to be Accessed to Perform this Process?

Will the Users of the Process Measure Success the Same as Other

Stakeholders and/or Sponsors?

How Do We Engage Our Customers’ Perspective in the Understanding and

Definition of the Business Process? (“voice of the customer”)

Getting Started With BPM:

Asking the Right Questions