Organizational change in any form, evokes much the same feeling you have when you are on a diving board looking down at the cold water below. Although you know it will all be fine in under 20 seconds after you’ve left the board, for the 20 seconds before that actually happens though, you display [...]
[ Jan 21, 12 ]
It is about to become something of the past. That’s sad because it really is something from the future.
[ Dec 13, 11 ]
During a long weekend last year, a group of friends and I headed to a small sea-side town around 100 miles from Bombay. Enroute, we stopped at a small hotel for refreshments – a franchisee of a reasonably well known restaurant chain in India. However considering it was along a highway, although a busy [...]
[ Aug 27, 11 ]
Call it culture, resistance to change, fear, politics or just old fashioned pig-headedness, but BPM initiatives are seldom without change issues and internal friction of some kind. And as we see BPM adoption increasing, there is increasing proof of the existence of such a thing called BPM Inertia. And it compromises the degree of [...]
[ Jun 28, 11 ]
So, that BPM product demo excited you? The vendor demonstration of agile features may well have made your mouth water. You now think your investment in BPM licenses will make your firm agile.
[ Apr 14, 11 ]
I read this rather interesting piece on Knowledge@Wharton, titled Is Business-centric Social Networking a Revolution — or a Ruse? The Article discusses Social Networking adoption in the enterprise.
[ Mar 14, 11 ]
To me, if there is only one striking difference between a BPM solution and a conventionally developed application, then it is the opportunity to unlock hidden potential for improvements.
[ Mar 11, 11 ]
I read Neil Ward-Dutton’s post yesterday and burst out laughing.
[ Mar 4, 11 ]
A little more than a fortnight ago, I had bounced a few thoughts about how BPM should not merely be about automation but should instead be about unlocking competitive advantage.
[ Feb 9, 11 ]
BPM should be about exercising and asserting your firms business priorities, along its lines of control. Especially lines at the top and the bottom.
[ Jan 13, 11 ]
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