Business processes are not your business
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Notes accompany this presentation. Please select No tes Page view.These materials can be reproduced only with Gartner’s official approval. Such approvals may be requested via e-mail — [email protected].
Business Processesare NOTNOT your Business
the case for Business Interaction Management
Marc [email protected]
www.xpragma.com
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contents
� a Business Process...
– what is it?
– what does it look like?
– what’s wrong with it?
� the case for Business Interaction Management
� envisioning Business Interaction Management
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a Business Process
WHAT WHAT is it?
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what is a Business ProcessBusiness Process?
A business process is a set of coordinated tasks and activities,
conducted by both people and equipment, that will lead to
accomplishing a specific organizational goal. Business process
management (BPM) is a systematic approach to improving
those processes.
www.SearchCIO.com
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what is a Business ProcessBusiness Process?
At its most generic, any set of activities performed by a
business that is initiated by an event, transforms
information, materials or business commitments, and
produces an output. Value chains and large-scale business
processes produce outputs that are valued by customers.
Other processes generate outputs that are valued by other
processes.
www.BPTrends.com
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what is a Business ProcessBusiness Process?
A business process is how an organisation does its work —
the set of activities it pursues to accomplish a particular
objective for a particular customer, either internal or
external.
Thomas H. Davenport, professor of information technology and management and the
academic director of the Process Management Research Center at Babson College in
Wellesley, Massachusetts
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a Business Process
what does it LOOKLOOK like?
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http://xpdl.org/wiki/Wiki.jsp?page=TroubleTicketScenario
what does it LOOKLOOK like?
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what does it LOOKLOOK like?
IDS Scheer AG, ARIS
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Metastorm ProVision Business Process Analysis
what does it LOOKLOOK like?
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a Business Process
what’s WRONGWRONG with it?
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what’s WRONGWRONG with it?
nothing,
really…
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nothing really, but…
it is about… HOWHOWwe do things
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nothing really, but…
Mark Fishman, MD, president of the Novartis Institutes for BioMedical Research
“If there is one device that has destroyed more
innovation than any other, it is Six Sigma”
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it is
essentially
about NOWNOW
and about
STRUCTURESTRUCTURE
nothing really, but…
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nothing really, but…
it is essentially
about… USUS
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nothing really, but…
business processes
reach endpoints…
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nothing really, but…
BIM white paper
“At the moment we cross the border of our
process workspace, we reach endpoints, not to
say wastebaskets. The business process ends.
We passed the Pillars of Hercules where the
sea falls into an endless chasm.”
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nothing really, but…
is there life
at the other sidethe other side?
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the case for
Business Interaction Business Interaction
Management Management (BIM)
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Business InteractionManagement is
the field of expertise that encompasses the planning, the design and the control
of how a company'sbusiness processes
interact with the (business) processes of other internal
and external parties
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Σ (interactions) = your_business
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the new economic order
marketmarket
lead partner Alead partner A
coordinator Bcoordinator B
coordinator Acoordinator A
contributor Bcontributor Bcontributor Acontributor A
contributor Ccontributor C
lead partner Blead partner B
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HP-EDS merger
24.600 layoffs
7,5% of workforce
the war for against talent
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tacit interactions
McKinsey Quarterly
“Tacit interactions are
becoming central to
economic activity. Making
those who undertake them
more effective isn’t like
tweaking a production line.
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the interaction as the real product
Own the Customer’s
Total ExperiencePatricia B. Seybold
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envisioning
Business Interaction Business Interaction
ManagementManagement
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not about reengineering processesprocesses, but about designing a businessbusiness
� instead of designing process building blocks that stack up into the sky (and hopefully towards our objectives), we must design our business top-down by defining the interactions we want with all parties involved
� not events, not inputs and outputs become the delimiters of business processes, but interactions become the primary controls
� interactions become the purpose of business processes, instead of the unfortunate consequence
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designing the business…
companycompany
customerscustomers employeesemployeespartnerspartners
i1 { time,content,form,quality,emotion,…}
i2 { time,content,form,quality,emotion,…}
i3 { time,content,form,quality,emotion,…}
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designing the business…
companycompany
customer 2customer 2 customer 3
customer 3customer 1customer 1
i21 { time, content, form, quality, emotion, …}
i2 { time,content,form,quality,emotion,…}
i22 { time, content, form, quality, emotion, …}
i23 { time, content, form, quality, emotion, …}
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designing the business…
employee 25employee 25
customer 107customer 107
i2107 { time, content, form, quality, emotion, …}
processstuff
i325 { time, content, form, quality, emotion, …}
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designing the business…
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annex
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Creative Commons
clairity
Jaap Steinvoorte
Marcin Wichary
AngelsWings
ButterflySha
nailbender
littledan77 jenny downing
Araleya
clip works
Lessa0502
FaceMePLS
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Creative Commons
Araleya @ http://www.flickr.com/photos/araleya/
clairity @ http://www.flickr.com/photos/clairity/
clip works @ http://www.flickr.com/photos/14947022@N06/
FaceMePLS @ http://www.flickr.com/photos/faceme/
Jaap Steinvoorte @ http://www.flickr.com/photos/stoneford/
Lessa0502 @ http://www.flickr.com/photos/wandererwoman/
Marcin Wichary @ http://www.flickr.com/photos/mwichary/
AngelsWings @ http://www.flickr.com/photos/linhtinh/
ButterflySha @ http://www.flickr.com/photos/butterflysha/
nailbender @ http://www.flickr.com/photos/nailbender/
littledan77 @ http://www.flickr.com/photos/pressthebuttononthetop/
jenny downing @ http://www.flickr.com/photos/jenny-pics/
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Resources
� Original BIM white paper
– http://www.xpragma.com/english/content/pdf/XD-BIM-wp-E.pdf
� BIM twine
– http://www.twine.com/twine/112v41gh7-b4d/business-interaction-management-bimor viahttp://www.xpragma.com/atom_feed_bim.php