Social BPM is Dead, Long Live Social Case Management

I participated in an interesting debate on bpm.com this week on the topic “has social BPM failed”.

First of all I don’t think social networking has any place within a Business Process Management (or Case Management) Suite (BPMS), the BPMS should integrate to best practice elsewhere. As I have said elsewhere on this blog I think social has its greatest opportunity within a Case Management and not a BPM context. Social BPM was always going to fail because BPM focuses on the needs of the business and not the knowledge worker. Social Case management is really where it’s at. Case Management after all is about empowering knowledge workers and giving them choices as to how they want to execute a case. Adding social capabilities to a Case Management platform empowers the knowledge worker to choose with whom, how and when they wish to collaborate.

Integration with a case management suite will allow organizations to extract value from their Enterprise Social Network (ESN) investment. Tools like Yammer, Chatter or Jive have limited value and will continue to struggle for adoption unless they are plugged into some actual work. Plugging social into knowledge worker based business processes helps people to establish and strengthen personal relationships, develop trust, reduce friction and accelerate the business processes in which people are engaged. Social integration has the potential to reconfigure the BPMS and Case Management suite for the post email world and the next generation of employees.

Enterprise social

Anyway looking at what some of the ESN vendors offer today I’ve had a bit of a brainstorming exercise and have come up with some features that could be delivered through the integration of the Case Management suite with an ESN platform. At a basic level all of these features are focused on enhancing knowledge worker productivity by delivering enhanced collaboration and support opportunities. Let me know what you think:

  • Enhanced collaboration and file sharing
  • Collaborative creation of content within a case
  • Automatic creation of temporary team workspaces or groups focused on a specific process or a specific case to facilitate the collaboration and sharing of ideas among co-workers
  • Runtime guidance from subject matter experts
  • Rapid access to shared content and content ranked on utilization by co-workers and teammates
  • Crowdsourcing or distributed problem solving
  • Social Stream and BPM work queue integration i.e. the Social work queue which many BPM platforms already offer today
  • Shared team folders and shared case management folders
  • Collaborative process design and continuous process improvement.
  • Leveraging social awareness to deliver automatic process routing based on availability
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If This Then What is the future of Workflow and BPM?

IFTTT (If This Then That) is a service that lets users connect multiple different mobile apps based on a simple rule. “This” is the process trigger, “That” is the process action. Today the tool lets users rapidly create connections between 71 applications or what IFTTT calls “channels”. The simple workflows created between channels using the IFTTT rule are called recipes and can be shared within an IFTTT community.

iftt

So what’s the big deal?

In the BPMS suite we’ve been executing simple and complex business rules like If This Then That for years. The emergence of IFTTT is important because it does two things that BPMS does not do well; integration and simplicity.

Many business processes cut horizontally across organizations and as a result touch multiple business applications. There is thus an ongoing drive among BPM and Case Management vendors to continuously enhance their integration capabilities. This is however a continuously moving target and integration remains one of the greatest obstacles for the successful deployment of both cloud and on premise BPM solutions, often adding considerable cost and time to projects.

When it comes to the integration of cloud and mobile applications into business processes the difficulty multiplies. We are only just seeing the emergence of smart process applications and on demand business processes. Mobile BPM applications have emerged with integration to back end systems but is any BPM vendor doing mobile app to mobile app integration?

Mobile and cloud app integration is a key IT battleground. As business software users we regularly use mobile apps and on demand software to address business problems. This consumerization of the business IT landscape however sits uncomfortably with IT heavy BPM projects.

IFTTT radically simplifies the process of stitching together and automating web services and as such throws down the gauntlet to other business applications that are heavily reliant on application integration.

Consistent with consumerization IFTTT empowers users to integrate and develop their own workflows. It doesn’t take a huge leap of faith to expect this simple IFTTT rule to be extended to support more complex rules and events and ultimately encroach into the market for workflow and BPM applications.

IFTTT Channels

IFTTT Channels

Why has the BPMS Market Stalled?

The BPMS MarketAccording to a recent Gartner report after years of double digit growth the total BPMS market declined by 1% in 2012 to £2.3Bn.

So what’s the reason for this decline? Gartner propose quite a few reasons including M&A activity in the BPM vendor market creating uncertainty and the hype surrounding other SMAC (Social, Mobile, Analytics, Cloud) technologies that has had the effect of putting the BPM baby in the corner.

While many of the reasons for the decline proposed by Gartner are valid in my opinion I think there have been two primary reasons for the decline:

The Cloud

BPM was late to the cloud market and remains today primarily an on-premise play.  There were a variety of reasons for this delay and my own thoughts on this can be read here.

For IT leaders evaluating or executing on their cloud strategy a meeting with a BPM vendors pushing on premise deployments must raise some concerns. “Should I really be considering an on-prem BPM investment at this time when my gut instinct and my execs are telling me to focus on the cloud?”

In the long term there’s no need to panic. The BPM market is, I think, in the process of making a right hand turn. As more demand BPM and Case Management process applications emerge e.g. BPaaS and smart process applications, underpinned by a BPMS growth will re-emerge.

It’s the Economy Stupid

Many of the IT planning and funding decisions for 2012 will have been made in 2011 when the economies of both the US and Europe were still struggling to recover from the crash of 2007. The EU continues to recover extremely slowly and it’s noticeable from the Gartner report that the BPM market in Western Europe actually declined by almost 7% in 2012. The economic impact hasn’t just been felt by BPM vendors. Outside the BPM market the Business Intelligence market growth slowed considerably from the approximately 17 percent rate experienced in 2011 to 6.8% in 2012.

What do you think? Is this a temporary blip in the BPMS market or the first sign of a much bigger problem?

BPMS - No Need to Panic

BPMS – No Need to Panic

Intelligent Process Applications

Check out my new blog Intelligent Process Applications. This blog will be about the future of business process, what I refer to as Intelligent Process Applications.

This blog will continue to be focused on transforming customer experience and employee empowerment using BPM and Case Management.

Intelligent Process Applications

BPM – Have we been flying upside down?

I was watching the current season of Mad Men last night and a bit of dialogue struck a chord. Ted Chaough was flying his new colleague Don Draper in his small private plane to a meeting with a client. After some bumpy weather Ted uses an airplane analogy, “Sometimes in life you think you’re the right way up when in fact you’re upside down. Gotta check your instruments.”

Mad Men - Ted and Don

Mad Men – Ted and Don

This got me thinking about BPM. BPM has for a long time been regarded as a strategic play. It’s often said that successful BPM projects require both cultural and strategic change within organizations. Establishment of BPM centers of excellence, back office integration and the optimization of processes that cut across multiple departments all require that the organization and its employees are in sync and are willing to review established practices. But all of this takes time, effort and significant cost, creating barriers for widespread BPM adoption, putting the BPM suite out of reach for many smaller and medium sized businesses. All this time we’ve been recommending building this huge BPM ecosystem within enterprises and have then wondered why BPM has struggled to take off.

Maybe all this time we’ve been flying upside down. Maybe we should have been deploying rapid, pre-built or almost pre-built BPM applications, with clear business value and rapid ROI. Maybe we should have been searching for the quick win, to show off the potential of BPM suites before thinking about broader, more strategic process improvement.

With the emergence of BPaaS and Smart Process Applications it would appear that at long last someone has taken a look at the instruments.

The BPM v Case Management Debate – this time it’s in the Cloud

It’s happening again folks. Just when we thought the BPM versus Case Management discussion had been finally put to bed Forrester have gone round blasting their car horn and woke the debate up with their publication today of their Smart Process Application (SPA) wave. In this sequel the debate has moved to the cloud.

Forrester define Smart Process Applications as packaged process apps that encompass many of the characteristics we associate with case management business processes including collaboration and variability. SPA characteristics include ease of use with the ability to be modified rapidly in response to changing business and market conditions. Crucially they expect the cloud to be the primary delivery infrastructure for SPAs making them easier to deploy, support and continuously improve.

Cloud Processes

Cloud Processes

However an already established definition, BPaaS (Business Process as a Service) exists for business processes delivered based on the cloud services model. So what’s the difference between a SPA and BPaaS? Are they the same thing? Are SPA’s a subset of BPaaS? Or are we about to have another debate over transactional versus variable business processes, BPM versus Case Management?

Is BPaaS BPM in the cloud and Smart Process Applications Case Management in the cloud? Are BPaaS applications high volume, cloud based transactional business processes and SPA applications lower volume, variable, knowledge worker focused processes in the cloud? Do we really need another term added to the cloud services model?

In my opinion SPAs will be viewed as a subset of BPaaS, as enhanced BPaaS functionality in the same way that Case Management features are viewed as enhanced BPM functionality today. In the same way that some BPM suites offer case management today some BPaaS platforms will be able to offer SPA capabilities and others won’t.

(P.S. Click here if you want a free copy of the SPA Wave)

Jose Mourinho – Football, BPM and Case Management

Like a solar eclipse it’s not often one of my hobbies and work align but a terrific blog post recently on the coaching methods of Jose Mourinho did just that.

For readers outside Europe or unfamiliar with football/soccer Jose Mourinho is pretty much the most successful club manager working in Europe today having won league titles with teams in Portugal, England, Italy and Spain and the European Champions League 2 times.  Witty, charismatic, controversial, Mourinho is equally at home on the front or back pages of newspapers and is pretty much a publicity generating machine.

The Special One

The Special One

From a football point of view he’s also quite strange in that he never had a top flight playing career. Mourinho instead arrived in professional football management, at a young age, via a career path that included spells as an internal assistant and coach and not via the old boy’s ex-professional footballer network. As a result it’s not a surprise Mourinho’s coaching methods are slightly different from his peers who entered management through the more traditional route.

Mourinho’s coaching focuses on replicating specific situations within training so that when they occur within a match situation the players instinctively know how to respond. Nothing new here you may think. The key point however is the objective of these exercises is not to produce a robotic, inflexible playing style but instead to improve player decision making. By locking routine game situations into procedural memory or the subconscious the mind of the player is clearer when unexpected situations occur within the game.

Mourinho’s method, as defined by Corriere della Sera columnist Sandro Modeo, is instead structured but open, robust but plastic.

Sound familiar? Well it should if you are familiar with BPM and Case Management.

In the same way that Mourinho locks specific game situations into a player’s procedural memory BPM and Case Management applications automate routine or predictable processes. By automating routine processes BPM and Case Management applications not only reduce execution costs but free knowledge workers to focus on where they can add most value. Like Mourinho the objective of Case Management is not to deliver robotic inflexible business processes and employees but to deliver processes and employees that have the flexibility to adapt in response to a unique or unplanned situation.

Whether we are talking about nature, business or football the ability to adapt is what separates the best from the rest. It’s much easier to adapt when we are not distracted by other tasks. So while he may not be familiar with BPM or Case Management Jose Mourinho is certainly using the same principles.

Jose Mourinho

Jose Mourinho