There has been much talk lately about the value of social media integration within BPM solutions. While jumping on the social bandwagon isn't necessarily a bad thing it does need to be accomplished with a sense of purpose and strategy. HandySoft has long been a champion of capturing the social interaction, collaboration if you will, amongst coworkers engaged in the process of business.
Recently I was asked the question "How can BPM best utilize Big Data?" My reply was that I'd prefer to firstly speak about how BPM might be employed to improve the potential of a better answer to the original question.
Mobile furthers the efficiency factor in BPM solutions. There was always the inherent lag in responses due to the need to be at a computer to complete an action and progress the process to the next activity.
With smart mobile devices we now have the ability to customize the user interface to facilitate real-time or near real-time response from virtually any mobile device format. This has opened the possibilities to an entirely new BPM audience. We are mobile ready TODAY and are eager to discuss your specific requirements.
While interacting with our clients around the world two questions generally top the frequently asked questions list. One of those questions I will save for the topic of my post next week. Yes...a teaser I know. But hopefully your inquiring mind will bring you back for the installment next week. The question I wish to ponder today is "How do you know when it is time to change a process that is already running in production?"
Several times a week I am asked to opine on various topics related to BPM. The inference that Change Management might not exist, or even be impossible, was just too enticing not to answer. And now on with my thoughts on the topic:
Change management is not a myth. And if you are inclined to think it is, ask someone in the Gulf states of the U.S. about how the lack of robust change management has impacted them.
Recently I was asked, by a global BPM media source, to provide my thoughts in answer to the above question. There are a whole litany of reasons for process improvement failures. This fact may make some decision makers wary of forging ahead and choose to remain in the dysfunctional comfort of the "devil we know".
In my experience, there are definitely a number of causes that rise to the top of the list: