Social BPM – Reducing the Cultural Obstacles to Process Improvement

As BPM folk we are well aware that one of the major obstacles to BPM success is cultural. Most organizations are functionally orientated, organized on a vertical department basis; R&D, Manufacture, Customer Support, Marketing, IT, Finance, Sales and HR. Many business processes like warranty repair, complaint handling and order fulfillment however cut horizontally across many departments. As staff report to their individual department leaders naturally this is where their loyalty and commitment lies. Business process owners, if they exist, thus have the responsibility for the success of their process but none of the authority to ensure it is delivered.

A cultural as well as IT change is required if successful business process improvement is to be achieved. Organizations must begin to view the organization from a process rather than a departmental perspective.  Staff must perform the mental shift to realize that the department is there to support the process and understand that the business is in effect is the sum of its individual processes.

Outside of complete reorganization, businesses make regular attempts to facilitate this mental change. From goal setting to team building organizations attempt to forge stronger bonds between departments in order to improve process performance. In many cases despite initial good intentions to foster improved cross departmental bonds over time departments drift back to the norm.

This represents the big opportunity for Social BPM. Many commentators view Social BPM from the context of collaborative process design or the ability to trigger processes from social media events. While interesting use cases the major opportunity for Social BPM lies in its ability to support business process improvement initiatives by fostering closer alignment of the organization along process lines. Enhanced collaboration between departments facilitated by enterprise social networks help to blur the lines between departments, building trust and supporting the rapid sharing of ideas and problems. While organizations remain in their department structures enterprise social networks will help to improve interdepartmental collaboration ultimately improving process performance and the likelihood of process improvement success.

Social BPM thus represents an opportunity to eliminate one of the key barriers to success for many BPM projects, organization culture. Social BPM will allow organizations to deliver not only process change but mental change at the same time.

Advertisements

Is the 360 Degree Customer View Still Valid?

In a nutshell the 360 degree customer view is the ability to provide your service agents with all of the information they need to make a decision. At a basic level this means presenting the agent with all of the data relevant to the case on which they are working, as well as historical data on the customer e.g. previous incidents, other account information, purchase history. Multiple business applications and customer databases mean that even today for many organizations a basic 360 degree customer view, showing current and historical customer data, has been difficult to achieve.

In order to make the best decision on behalf of the customer and their organization agents need more than just historical and current customer information they also need future projections for the customer for example their estimated lifetime value and their potential to churn. Agents also need to be aware of current organization business targets as well as real time competitive information to for example validate customer claims about a competitive offer. Thus the 360 degree customer view is evolving extending beyond current and historical customer data to encompass future customer predictions, an organization perspective as well as competitive information.

As Data Analytics, CRM, BPM and Case Management applications begin to coalesce we will see new attempts to deliver the 360 customer view. CRM applications will continue to be used to manage the customer data and are today being be extended using BPM applications to automate and remove the mundane customer processes from the agent workload and Case Management applications to allow agents to handle complex customer cases and integrate with multiple data repositories. Add analytics tools that deliver predictions about future customer behaviour and real time data on your competitors and we begin to see how the service desk of the future will look.

The 360 degree customer view remains a valid if poorly executed concept.  With CRM, BPM, Case Management and Data Analytics we might however be on the verge of reaching the holy grail.

The Ideal Customer Service Agent