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.
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
For a while I associated the term “internet of things” (IOT) with some pretty depressing applications such as fridges that automatically order food or televisions that recommend what to watch based on previous viewing behavior thus trapping owners in death spiral of both eating and watching rubbish. In the past year or so IOT appears to have left its teenage years behind and begun to develop some maturity..
From insurance to medicine IOT applications are starting to spring up and deliver some significant benefits to users. For example in car telematics devices which monitor driver behavior and adjust the insurance premiums accordingly are becoming widely adopted, especially as a way of reducing premiums for young drivers. Some telematics providers include an accident service with the black box device alerting the insurer in the event of a collision.
So how does all this apply to BPM? Fundamentally all of these smart devices are capturing data, whether it’s about themselves or their users. What’s the point of capturing all this data on whether granny has taken her pills, your driving performance or your personal health if it still takes ages for someone to find, analyze and route the data to the right person. As we can see from the telematics use case what is necessary is for the IOT device to trigger processes.
This is where BPM and the delivery of IOT process solutions come in. Just like with enterprise social networks the BPM tool has the potential to turbo charge IOT adoption. By taking the captured data and applying it directly to processes we can significantly enhance the value of IOT devices. What if the data from the heart monitor automatically triggered a new medical case or doctor’s appointment once a certain threshold was exceeded? What if the pill bottle alerted a carer or next of kin? Could we soon reach a point where an ambulance arrives to pick you up before you knew you were ill?
In reality IOT process solutions will be a mash up of multiple technologies from BPM and Case Management to Business Intelligence and Data Analytics delivered by multiple horizontal and vertical solution providers depending on their area of process expertise.
Once regarded as a back office application BPM is now firmly established in the front office through integration with CRM and ERP and increasingly through the delivery of mobile process applications BPM has also started to invade the customer realm. IOT integration simply represents the next phase in this journey.
Why bother outsourcing customer support when you can get your customers to do it for you. I’ve been watching the success of giffgaff with interest for a while. For those not familiar with giffgaff it is a UK mobile service provider where customers participate in the company’s business operations, specifically Marketing, Sales and Customer service.
As well as via the Giff Gaff community web page Facebook and Twitter provide additional channels for customer support. Support is provided socially, by fellow customers rather than using Giff Gaff employees.
However viewing unsourcing as an opportunity to reduce customer support risks repetition of the same problems that have beset organizations who have chosen outsource their customer service to emerging economies, most importantly creating a disconnect between the organization and its customers. Simply viewing customer service as a cost center rather than for example an opportunity for differentiation and as a source of new product ideas is doomed to fail.
Unsourcing has a number of benefits. It allows Gen Y customers to interact with organizations via the social channels with which they are most familiar and to engage with fellow customers who share a common interest. In addition it creates a bond between an organization and its most important customers.
Unsourcing will become a key aspect of the customer service mix rather than a panacea. Organizations will still need to ensure that their customers aren’t left high and dry should they not get the right answer. If it’s a complaint they will need to ensure it is addressed as quickly as possible. They must monitor the channels to detect emerging trends, product problems or new product opportunities. In other words they will still need to tie the social or unsourced customer to business processes.
There’s a little known business proverb, actually it’s little known because I’ve just made it up. It says that in business it’s easier to urinate out of the window of a moving train than it is to urinate in. This is why businesses acquire or partner with other businesses rather than start up new lines of business or try and catch up themselves.
Social networks are throwing the rule book, of how businesses engage with customers and with themselves, out the window. BPM and CRM applications are right in the middle of this change with their responsibility for both customer and business processes. As a result many BPM and CRM applications are starting to add social capabilities, rebranding themselves as social BPM or social CRM platforms. But is adding social capabilities to CRM and BPM applications a sensible approach? Is this approach the business equivalent of trying to urinate into a speeding train?
In a previous post I suggested that successful enterprise social solutions will require a cultural change within an organisation. Successful social adoption must be enterprise led rather than by individual departments. Businesses must have a strategy for social adoption rather than acquire social capabilities via the back door through their BPM and CRM suites.
Not all employees will have access to the BPM or CRM application. Where is the value in a social BPM or social CRM application only accessible by a fraction of the organisation? If an enterprise social network is to be successful it needs to have enterprise wide reach, it must reach everyone the process can reach.
BPM and CRM applications should integrate with social applications rather than embed or mimic or social capabilities within their suites. BPM applications already orchestrate ECM, CRM and legacy applications so why would social applications be treated differently? Why not integrate with the best of breed enterprise and public social networks instead of developing in house?
The social train has left the station, the best BPM and CRM applications can do is try and get on at the next station. Choo! Choo!