News, Views & Reviews on Digital Process Automation, BPM, Performance Management & IT industry trends
Updated and republished. Craig Reid posted a great write-up about customer on-boarding this week that I think is a good read covering some of the usual issues plaguing the old customer on-boarding process. I am repeatedly surprised when I learn about how badly organizations – fairly large ones at that – handle customer on-boarding. If on-boarding is as important as it might seem, judging from the vehemence with which they agree it is, how come it turned out such a mess?…
Craig Reid posted a great write-up about customer on-boarding this week that I think is a good read covering some of the usual issues plaguing the old customer on-boarding process. I am repeatedly surprised when I learn about how badly organizations – fairly large ones at that – handle customer on-boarding. If on-boarding is as important as it might seem, judging from the vehemence with which they agree it is, how come it turned out such a mess? Craig lists…
Even as the enterprise IT landscape evolved over the past decades, markets, economy, and technology forces have affected key considerations that dominate and influence annual IT budgets. The nature and the unique mix of these forces, in any given year, have correspondingly triggered a rather unique set of influencers shaping IT budgets. We saw the wave of ‘seamless’ enterprise thinking; then the idea of an extended enterprise arose. Next was data-intelligence, followed by compliance, and then there was E2.0….
When, during a vendor presentation, the PowerPoint section separator mentions ‘Key Case Studies’ or something like that, you do one of the following – Lean forward in your chair and listen intently to see parallels to your own situation Yawn involuntarily. Or voluntarily, depending on who is running the slides. Interrupt at the 23rd second after the title of the next slide has been read, to ask – “did you use agile or waterfall?” and then drift into a rewarding…
When a good friend and I exchanged a few tweets back and forth the other day, it began like the usual exchange of views over news items that the #bpm timeline throws up once in a frequent while. But the ‘twonversation’ with my twitter counterpart – a venerable thinker in technology, particularly BPM – got me thinking and reinforced what I have always thought about the skills that really make a real good BPM Consultant. My friend had created…
All this Business Process Management talk is getting boring. And clichéd. Blogs. Forums. Communities. White papers. Analyst calls. Product vendor presentations. Webinars. Analyst events. One-on-one meetings. Gardens. Roof tops. That’s an indicative list of all the places where it has been said time and again that BPM is first a (management) concept THEN a technology. Not one, not two, but hundreds of bloggers, analysts and thought leaders, including the self-proclaimed (the tribe is ever increasing) have said that enough….
Very thought provoking question on the ebizQ forum today: “What is the biggest barrier to companies starting a BPM project?” Quite a few interesting responses. My post, was this, IMHO: “ The biggest barrier is really not technology, vendor, product, SI or that consultant or anything else outside the firm. They could become barriers, yes and they well might. But that’s really not your biggest problem. The biggest barrier is not acknowledging the fact that the biggest barrier could be something…
I think there is a need for this thing called Agility in your organization. You agree? You do? OK. I had a feeling you would. It is a burning need, no? Third degree, even. Now let me ask you this. Of all those people in your organization – CXOs, Business users, process owners, compliance managers, IT, you name it – who do you think has the biggest need for that agility? [sound of clock ticking] Ok, let me pose that…
BPM should be about exercising and asserting your firms business priorities, along its lines of control. Especially lines at the top and the bottom. Sure, you’ve heard it before that BPM is about the business. But indulge me for a bit. Let‘s say the CIO of a manufacturing company A buys product X because it can help optimize inventory and reduce costs. He gets the software implemented and X nicely fixes not just that bloated inventory but also that big…
If you follow the BPM market, you would agree that the expectations today from BPM have seen a change from what it was a few years ago. Although the driving concepts and the fundamental promise of BPM may not have changed, they are certainly being better appreciated today and by a wider audience at that. One of the things I cherish most in my role is the opportunity to have conversations with customers and prospects who are thinking about BPM…
The recession may have started to ease up, but the pressure on CEOs to get more competitive and drive growth will continue. Alongside that, the need to keep a closer watch on expenditure is likely to also continue for sometime. This is particularly true about IT investments – something that took quite a big hit in 2009. According to Gartner, IT spending is forecast to a 5.2% decrease from 2008 spending of $3.4 trillion and is expected to return to…