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Making Social BPM
           Mean Business

     How social tools can change how
                you run your business
          BPM 2012, Tallinn Estonia

Sandy Kemsley l www.column2.com l @skemsley
Slides at www.slideshare.net/skemsley




             Copyright Kemsley Design Ltd., 2012   2
Agenda
   l   Part 1: History and technology
       l   How social changes everything
       l   What is social BPM?
       l   Social BPMS features
   l   Part 2: Social BPM in business
       l   Benefits and impacts
       l   Organizational barriers



                      Copyright Kemsley Design Ltd., 2012   3
How Social Changes
Everything
         Copyright Kemsley Design Ltd., 2012   4
Consumer Tools Set Expectations
   l   Consumption
   l   Participation
   l   Creation
   l   User experience
   l   Access anywhere




                   Copyright Kemsley Design Ltd., 2012   5
Bring Your Own Device (BYOD)
   l   Customers and employees want to choose:
       l   Computer
       l   Browser
       l   Smartphone
       l   Tablet
       l   App
   l   API border is the new security perimeter


                      Copyright Kemsley Design Ltd., 2012   6
Linking External Social Presence
To Core Business Processes
    l   Changes the customer relationship
    l   Extends the ends of the process
    l   Increases external collaboration
    l   Forces operational transparency




                    Copyright Kemsley Design Ltd., 2012   7
A History Of Social BPM

          Copyright Kemsley Design Ltd., 2012   8
What Is Web 2.0?
   l   Consumer-facing
       social software
   l   Software as a
       service
   l   User-created
       content
   l   Lightweight
       development
       models for
       mashups
                  Copyright Kemsley Design Ltd., 2012                                   9

                                                        Source: www.theconversationprism.com
Web 2.0 Examples
   l   Gmail: rich interface,
       constantly upgraded
   l   Wikipedia: content from
       many authors
   l   Google Maps: open API
       adds to other apps




                    Copyright Kemsley Design Ltd., 2012   10
What Is Enterprise 2.0?
    l   Also known as enterprise social software
    l   Business purpose, not purely social:
        l   Social interaction to strengthen weak ties
        l   Social production to collaboratively produce
            content
    l   SaaS or on-premise




                        Copyright Kemsley Design Ltd., 2012   11
E2.0 For Social Interaction
    l   SocialBlue (Beehive), IBM’s internal social
        network




                    Copyright Kemsley Design Ltd., 2012   12
E2.0 For Social Production
    l   BTpedia, British Telecom’s internal wiki




                    Copyright Kemsley Design Ltd., 2012   13
Drivers For Social BPM
   l   Changing user expectations
       l   Working style
       l   Access to information
       l   Collaboration
   l   Benefits of distributed co-creation
       l   Involvement at all levels of value chain
       l   Models more accurately capture process
   l   Greater agility for BPMS implementation

                       Copyright Kemsley Design Ltd., 2012   14
The Extremes Of Work




      Routine                        Knowledge
       Work                            Work



             Copyright Kemsley Design Ltd., 2012   15
Goals Of Work Types

Routine Work                             Knowledge Work
l Efficiency                             l Flexibility

l Accuracy                               l Assist human knowledge

l   Process improvement                    work
l   Automation                           l Collect artifacts




l   “Classic” BPM                        l     Adaptive Case
                                               Management (ACM)



                     Copyright Kemsley Design Ltd., 2012            16
Characterizing The Extremes

Routine Work                                Knowledge Work
l A priori process model                    l No a priori model

l Controlled participation                  l Collaboration on demand

l   Automatable, especially                 l     Little automation, but
    with service integration,                     guided by rules and
    rules and events                              events




                        Copyright Kemsley Design Ltd., 2012                17
Structure Spectrum




Structured             Structured with                 Unstructured with   Unstructured
• e.g., automated      ad hoc                          pre-defined         • e.g., investigations
  regulatory process   exceptions                      fragments
                       • e.g., financial back-         • e.g., insurance
                         office transactions             claims




                                   Copyright Kemsley Design Ltd., 2012                      18
Dimensions Of Work
   l   Structured to unstructured
   l   Controlled to collaborative
   l   Internal to external
       participation                                      Structure




                                                                      Collaboration

                                                   External
                                                 Socialization




                    Copyright Kemsley Design Ltd., 2012                               19
Collaboration Spectrum




Predefined participants          Select from predefined                  Select any participants,
• Each task in process           set of participants                     or participant self-
  assigned to specific           • e.g., send to colleague for           selection
  roles/participants at design     assistance                            • e.g., social production
  time or instantiation




                                   Copyright Kemsley Design Ltd., 2012                               20
External Socialization Spectrum




Internal only             Expose status to                      Include external
• All tasks in process    external parties                      workers in process
  completed by internal   • e.g., send milestone                • e.g., route task to trading
  resources                 alerts to customer                    partner for completion




                          Copyright Kemsley Design Ltd., 2012                           21
Timeline Of Social BPMS




2005                 2006                         2007                         2008
       Term “Web            Term                                                      1st academic
                                                               Process
       2.0”                 “Enterprise                                               workshop on
                                                               feeds
       popularized          2.0” coined                                               social BPM

                                                               SaaS
                            Rich browser
                                                               collaborative          Mashups in
                            interfaces in
                                                               process                BPMS
                            BPMS
                                                               discovery




                             Copyright Kemsley Design Ltd., 2012                               22
Timeline Of Social BPMS



2009                  2010                          2011                        2012   Social
       BPM public            Process                             “Social BPM”
                                                                                       presence
       communities/          activity                            book
                                                                                       links to core
       marketplaces          streams                             published
                                                                                       processes

       Academic                                                                        Mobile BPM
       paper on              Event-driven                        Process               interfaces
       BPM and               processes                           tagging               become
       Twitter                                                                         mainstream

                             IM and
                             presence
                             integration




                               Copyright Kemsley Design Ltd., 2012                               23
Social BPMS Capabilities

          Copyright Kemsley Design Ltd., 2012   24
Social And Enterprise
Applications




 NEW                    25
Social As A Feature, Not An
Application
    l   Changes the internal user capabilities
    l   Flexibility
    l   Visibility
    l   Participation




                      Copyright Kemsley Design Ltd., 2012   26
Collaborative Process Modeling
   l   Multiple people participate in process
       discovery, modeling and documentation
       l   Internal and external participants
       l   Technical and non-technical participants
   l   Preserves institutional memory
   l   Facilitates cross-silo collaboration and
       innovation



                       Copyright Kemsley Design Ltd., 2012   27
Collaborative Process Modeling




                                 28
Collaborative Process Modeling




                                 29
Dynamic Process Runtime
   l   User can add participants from own
       network or recommended expert
   l   Non-participant can opt-in to process
   l   Audit trail captured within BPMS
   l   Eliminates uncontrolled email
       processes
   l   Captures patterns for
       process improvement

                   Copyright Kemsley Design Ltd., 2012   30
Dynamic Process Runtime




                          31
Process Event Streams
   l   Timeline of activity for social monitoring
       l   Process models during creation
       l   Process instances during execution
   l   Publish/subscribe model to “watch” certain
       processes or event types
   l   Direct link to underlying process model or
       instance for unsolicited participation
   l   Usually mobile-enabled

                      Copyright Kemsley Design Ltd., 2012   32
Process Event Streams




                        33
Additional Social BPM Features
   l   Presence
   l   Instant messaging
   l   Expert recommendations
   l   Instance comments and tagging
   l   Social sentiment
   l   Best practices wiki



                   Copyright Kemsley Design Ltd., 2012   34
Online BPM Communities
   l   Provide idea exchange, tools, samples
   l   Internal center of excellence
       l   Private discussion forums/collaboration
       l   Process model/instance activity stream
       l   Internal experts
   l   External communities of practice
       l   Augment internal BPM center of excellence
       l   May be vendor specific/sponsored
       l   BPM marketplace


                      Copyright Kemsley Design Ltd., 2012   35
Online BPM Communities




                         36
BPM In The Cloud
   l   Reduce capital costs
   l   Full capabilities of on-premise version
   l   Design and run from anywhere
   l   Key targets:
       l   Business process outsourcers
       l   Small and medium business
       l   Business-to-business processes


                      Copyright Kemsley Design Ltd., 2012   37
BPM In The Cloud




                   38
Social Task Management
   l   Collaborative task creation and
       management
   l   End-user driven
   l   Lightweight functionality
   l   Cloud-based




                   Copyright Kemsley Design Ltd., 2012   39
Social Task Management




                         40
Social BPM Benefits And
Impacts
          Copyright Kemsley Design Ltd., 2012   41
42
43
44
Social BPM Business Benefits
   l   Weak ties/tacit knowledge exploitation
   l   Knowledge sharing
   l   Social feedback
   l   Transparency
   l   Participation
   l   Activity and decision distribution (crowd-
       sourcing)


                   Copyright Kemsley Design Ltd., 2012                                         45

                                                    Source: Brambilla et al, “A Notation for Social BPM”
Social BPM Economic Benefits
   l   RIA and lightweight development models
       lower development costs and TCO
       l   Fast graphical development
       l   End-user composition
       l   No desktop installation
   l   Software as a service lowers capital costs
   l   Runtime collaboration lowers cost and
       latency of process modeling

                       Copyright Kemsley Design Ltd., 2012   46
Social BPM Evolution




                                      47

                       Source: Infosys Research
Social BPM Challenges
   l   Hybrid models that include all work
       dimensions
   l   Runtime UI for defining processes and
       adding participants
   l   Management of unstructured and
       collaborative processes
   l   Cultural shifts required by IT, business
       users and management

                   Copyright Kemsley Design Ltd., 2012   48
Need For A Social Modeling
Notation




             Copyright Kemsley Design Ltd., 2012                     49

                                                   Source: www.bpm4people.org
Social Creates Big Data
    l   Changes business analytics and
        decisioning
    l   Monitor and respond to events, not just
        outcomes
    l   Sentiment analysis
    l   Next best action




                    Copyright Kemsley Design Ltd., 2012   50
Cultural Shifts For Social BPM

NEW          Copyright Kemsley Design Ltd., 2012   51
Participatory Culture
       l   Time and resources explicitly allocated
           l   For collaboration
           l   For co-creation
           l   All stakeholders expected to participate
       l   Appropriate tools provided
       l   Input considered regardless of level and
           technical skills of participant


 NEW                       Copyright Kemsley Design Ltd., 2012   52
Transparency And Openness
      l   Allow internal users to see all information
          l   Set open as default, override for specific
              exceptions
      l   Allow access to external stakeholders
          l   Customers, business partners should see their
              own information
      l   Enables easier knowledge dissemination
      l   Provides context for problem-solving and
          collaboration
NEW                       Copyright Kemsley Design Ltd., 2012   53
Management Style Of Trust
      l   Allow workers to deviate from pre-defined
          workflow when appropriate
          l   Management must allow sufficient autonomy
          l   Workers must feel comfortable
              creating/modifying processes
      l   Allow workers to collaborate with resources
          of their choice
          l   Assign work or ask assistance
          l   Internal and external

NEW                       Copyright Kemsley Design Ltd., 2012   54
Rewards And Incentives
      l   Set expectations for participation
      l   Reward for collaboration and process
          improvement
      l   Reward for customer service over
          efficiency
      l   Reward teamwork over individual effort




NEW                   Copyright Kemsley Design Ltd., 2012   55
Organizational Barriers To
  Adoption
NEW          Copyright Kemsley Design Ltd., 2012   56
Rigidly-Defined Workflows
      l   Systems enforce flows, even when
          inappropriate
      l   Participants pre-assigned based on
          corporate hierarchy
      l   Changes difficult and time-consuming
      l   Email work-arounds common




NEW                  Copyright Kemsley Design Ltd., 2012   57
Efficiency Before Service
       l   KPIs target efficiency rather than service
           levels
       l   Internal automated processes
       l   No links/exposure to customers




 NEW                   Copyright Kemsley Design Ltd., 2012   58
Authoritarian Management Style
      l   Authorization required for deviation from
          pre-defined procedure
      l   Users not empowered to “do the right
          thing”
      l   Users stuck in comfort zone




NEW                   Copyright Kemsley Design Ltd., 2012   59
Privacy/Security Concerns
      l   Information hidden by default, creating
          “information fiefdoms”
      l   Limited online customer access or
          collaboration
      l   Misunderstanding of regulations/laws




NEW                   Copyright Kemsley Design Ltd., 2012   60
Getting Started With Social
BPM
           Copyright Kemsley Design Ltd., 2012   61
The Customer Is Part Of
The Process
    l   Think “outside the firewall” when modelling
        processes
    l   Link external social presence to core
        business processes
    l   Support mobile and other non-corporate
        platforms




                    Copyright Kemsley Design Ltd., 2012   62
Let Workers Do The Right Thing
   l   Dynamic/adaptive processes
   l   Collaboration within and outside
       organization
   l   Publish/subscribe activity streams




                   Copyright Kemsley Design Ltd., 2012   63
Identify And Enable Inherently
Social Processes
    l   Find the sources of “email collaboration”
    l   Enable social features if available, or
        provide social platform




                     Copyright Kemsley Design Ltd., 2012   64
Monitor Events, Not Outcomes
   l   Activity streams to track process progress
   l   Predictive analytics for proactive problem
       detection
   l   Event updates available to customers




                   Copyright Kemsley Design Ltd., 2012   65
Sandy Kemsley
         Kemsley Design Ltd.
email: sandy@kemsleydesign.com
blog: www.column2.com
twitter: @skemsley




                   Copyright Kemsley Design Ltd., 2012   66

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Making Social BPM Mean Business - BPM 2012, Tallinn

  • 1. Making Social BPM Mean Business How social tools can change how you run your business BPM 2012, Tallinn Estonia Sandy Kemsley l www.column2.com l @skemsley
  • 2. Slides at www.slideshare.net/skemsley Copyright Kemsley Design Ltd., 2012 2
  • 3. Agenda l Part 1: History and technology l How social changes everything l What is social BPM? l Social BPMS features l Part 2: Social BPM in business l Benefits and impacts l Organizational barriers Copyright Kemsley Design Ltd., 2012 3
  • 4. How Social Changes Everything Copyright Kemsley Design Ltd., 2012 4
  • 5. Consumer Tools Set Expectations l Consumption l Participation l Creation l User experience l Access anywhere Copyright Kemsley Design Ltd., 2012 5
  • 6. Bring Your Own Device (BYOD) l Customers and employees want to choose: l Computer l Browser l Smartphone l Tablet l App l API border is the new security perimeter Copyright Kemsley Design Ltd., 2012 6
  • 7. Linking External Social Presence To Core Business Processes l Changes the customer relationship l Extends the ends of the process l Increases external collaboration l Forces operational transparency Copyright Kemsley Design Ltd., 2012 7
  • 8. A History Of Social BPM Copyright Kemsley Design Ltd., 2012 8
  • 9. What Is Web 2.0? l Consumer-facing social software l Software as a service l User-created content l Lightweight development models for mashups Copyright Kemsley Design Ltd., 2012 9 Source: www.theconversationprism.com
  • 10. Web 2.0 Examples l Gmail: rich interface, constantly upgraded l Wikipedia: content from many authors l Google Maps: open API adds to other apps Copyright Kemsley Design Ltd., 2012 10
  • 11. What Is Enterprise 2.0? l Also known as enterprise social software l Business purpose, not purely social: l Social interaction to strengthen weak ties l Social production to collaboratively produce content l SaaS or on-premise Copyright Kemsley Design Ltd., 2012 11
  • 12. E2.0 For Social Interaction l SocialBlue (Beehive), IBM’s internal social network Copyright Kemsley Design Ltd., 2012 12
  • 13. E2.0 For Social Production l BTpedia, British Telecom’s internal wiki Copyright Kemsley Design Ltd., 2012 13
  • 14. Drivers For Social BPM l Changing user expectations l Working style l Access to information l Collaboration l Benefits of distributed co-creation l Involvement at all levels of value chain l Models more accurately capture process l Greater agility for BPMS implementation Copyright Kemsley Design Ltd., 2012 14
  • 15. The Extremes Of Work Routine Knowledge Work Work Copyright Kemsley Design Ltd., 2012 15
  • 16. Goals Of Work Types Routine Work Knowledge Work l Efficiency l Flexibility l Accuracy l Assist human knowledge l Process improvement work l Automation l Collect artifacts l “Classic” BPM l Adaptive Case Management (ACM) Copyright Kemsley Design Ltd., 2012 16
  • 17. Characterizing The Extremes Routine Work Knowledge Work l A priori process model l No a priori model l Controlled participation l Collaboration on demand l Automatable, especially l Little automation, but with service integration, guided by rules and rules and events events Copyright Kemsley Design Ltd., 2012 17
  • 18. Structure Spectrum Structured Structured with Unstructured with Unstructured • e.g., automated ad hoc pre-defined • e.g., investigations regulatory process exceptions fragments • e.g., financial back- • e.g., insurance office transactions claims Copyright Kemsley Design Ltd., 2012 18
  • 19. Dimensions Of Work l Structured to unstructured l Controlled to collaborative l Internal to external participation Structure Collaboration External Socialization Copyright Kemsley Design Ltd., 2012 19
  • 20. Collaboration Spectrum Predefined participants Select from predefined Select any participants, • Each task in process set of participants or participant self- assigned to specific • e.g., send to colleague for selection roles/participants at design assistance • e.g., social production time or instantiation Copyright Kemsley Design Ltd., 2012 20
  • 21. External Socialization Spectrum Internal only Expose status to Include external • All tasks in process external parties workers in process completed by internal • e.g., send milestone • e.g., route task to trading resources alerts to customer partner for completion Copyright Kemsley Design Ltd., 2012 21
  • 22. Timeline Of Social BPMS 2005 2006 2007 2008 Term “Web Term 1st academic Process 2.0” “Enterprise workshop on feeds popularized 2.0” coined social BPM SaaS Rich browser collaborative Mashups in interfaces in process BPMS BPMS discovery Copyright Kemsley Design Ltd., 2012 22
  • 23. Timeline Of Social BPMS 2009 2010 2011 2012 Social BPM public Process “Social BPM” presence communities/ activity book links to core marketplaces streams published processes Academic Mobile BPM paper on Event-driven Process interfaces BPM and processes tagging become Twitter mainstream IM and presence integration Copyright Kemsley Design Ltd., 2012 23
  • 24. Social BPMS Capabilities Copyright Kemsley Design Ltd., 2012 24
  • 26. Social As A Feature, Not An Application l Changes the internal user capabilities l Flexibility l Visibility l Participation Copyright Kemsley Design Ltd., 2012 26
  • 27. Collaborative Process Modeling l Multiple people participate in process discovery, modeling and documentation l Internal and external participants l Technical and non-technical participants l Preserves institutional memory l Facilitates cross-silo collaboration and innovation Copyright Kemsley Design Ltd., 2012 27
  • 30. Dynamic Process Runtime l User can add participants from own network or recommended expert l Non-participant can opt-in to process l Audit trail captured within BPMS l Eliminates uncontrolled email processes l Captures patterns for process improvement Copyright Kemsley Design Ltd., 2012 30
  • 32. Process Event Streams l Timeline of activity for social monitoring l Process models during creation l Process instances during execution l Publish/subscribe model to “watch” certain processes or event types l Direct link to underlying process model or instance for unsolicited participation l Usually mobile-enabled Copyright Kemsley Design Ltd., 2012 32
  • 34. Additional Social BPM Features l Presence l Instant messaging l Expert recommendations l Instance comments and tagging l Social sentiment l Best practices wiki Copyright Kemsley Design Ltd., 2012 34
  • 35. Online BPM Communities l Provide idea exchange, tools, samples l Internal center of excellence l Private discussion forums/collaboration l Process model/instance activity stream l Internal experts l External communities of practice l Augment internal BPM center of excellence l May be vendor specific/sponsored l BPM marketplace Copyright Kemsley Design Ltd., 2012 35
  • 37. BPM In The Cloud l Reduce capital costs l Full capabilities of on-premise version l Design and run from anywhere l Key targets: l Business process outsourcers l Small and medium business l Business-to-business processes Copyright Kemsley Design Ltd., 2012 37
  • 38. BPM In The Cloud 38
  • 39. Social Task Management l Collaborative task creation and management l End-user driven l Lightweight functionality l Cloud-based Copyright Kemsley Design Ltd., 2012 39
  • 41. Social BPM Benefits And Impacts Copyright Kemsley Design Ltd., 2012 41
  • 42. 42
  • 43. 43
  • 44. 44
  • 45. Social BPM Business Benefits l Weak ties/tacit knowledge exploitation l Knowledge sharing l Social feedback l Transparency l Participation l Activity and decision distribution (crowd- sourcing) Copyright Kemsley Design Ltd., 2012 45 Source: Brambilla et al, “A Notation for Social BPM”
  • 46. Social BPM Economic Benefits l RIA and lightweight development models lower development costs and TCO l Fast graphical development l End-user composition l No desktop installation l Software as a service lowers capital costs l Runtime collaboration lowers cost and latency of process modeling Copyright Kemsley Design Ltd., 2012 46
  • 47. Social BPM Evolution 47 Source: Infosys Research
  • 48. Social BPM Challenges l Hybrid models that include all work dimensions l Runtime UI for defining processes and adding participants l Management of unstructured and collaborative processes l Cultural shifts required by IT, business users and management Copyright Kemsley Design Ltd., 2012 48
  • 49. Need For A Social Modeling Notation Copyright Kemsley Design Ltd., 2012 49 Source: www.bpm4people.org
  • 50. Social Creates Big Data l Changes business analytics and decisioning l Monitor and respond to events, not just outcomes l Sentiment analysis l Next best action Copyright Kemsley Design Ltd., 2012 50
  • 51. Cultural Shifts For Social BPM NEW Copyright Kemsley Design Ltd., 2012 51
  • 52. Participatory Culture l Time and resources explicitly allocated l For collaboration l For co-creation l All stakeholders expected to participate l Appropriate tools provided l Input considered regardless of level and technical skills of participant NEW Copyright Kemsley Design Ltd., 2012 52
  • 53. Transparency And Openness l Allow internal users to see all information l Set open as default, override for specific exceptions l Allow access to external stakeholders l Customers, business partners should see their own information l Enables easier knowledge dissemination l Provides context for problem-solving and collaboration NEW Copyright Kemsley Design Ltd., 2012 53
  • 54. Management Style Of Trust l Allow workers to deviate from pre-defined workflow when appropriate l Management must allow sufficient autonomy l Workers must feel comfortable creating/modifying processes l Allow workers to collaborate with resources of their choice l Assign work or ask assistance l Internal and external NEW Copyright Kemsley Design Ltd., 2012 54
  • 55. Rewards And Incentives l Set expectations for participation l Reward for collaboration and process improvement l Reward for customer service over efficiency l Reward teamwork over individual effort NEW Copyright Kemsley Design Ltd., 2012 55
  • 56. Organizational Barriers To Adoption NEW Copyright Kemsley Design Ltd., 2012 56
  • 57. Rigidly-Defined Workflows l Systems enforce flows, even when inappropriate l Participants pre-assigned based on corporate hierarchy l Changes difficult and time-consuming l Email work-arounds common NEW Copyright Kemsley Design Ltd., 2012 57
  • 58. Efficiency Before Service l KPIs target efficiency rather than service levels l Internal automated processes l No links/exposure to customers NEW Copyright Kemsley Design Ltd., 2012 58
  • 59. Authoritarian Management Style l Authorization required for deviation from pre-defined procedure l Users not empowered to “do the right thing” l Users stuck in comfort zone NEW Copyright Kemsley Design Ltd., 2012 59
  • 60. Privacy/Security Concerns l Information hidden by default, creating “information fiefdoms” l Limited online customer access or collaboration l Misunderstanding of regulations/laws NEW Copyright Kemsley Design Ltd., 2012 60
  • 61. Getting Started With Social BPM Copyright Kemsley Design Ltd., 2012 61
  • 62. The Customer Is Part Of The Process l Think “outside the firewall” when modelling processes l Link external social presence to core business processes l Support mobile and other non-corporate platforms Copyright Kemsley Design Ltd., 2012 62
  • 63. Let Workers Do The Right Thing l Dynamic/adaptive processes l Collaboration within and outside organization l Publish/subscribe activity streams Copyright Kemsley Design Ltd., 2012 63
  • 64. Identify And Enable Inherently Social Processes l Find the sources of “email collaboration” l Enable social features if available, or provide social platform Copyright Kemsley Design Ltd., 2012 64
  • 65. Monitor Events, Not Outcomes l Activity streams to track process progress l Predictive analytics for proactive problem detection l Event updates available to customers Copyright Kemsley Design Ltd., 2012 65
  • 66. Sandy Kemsley Kemsley Design Ltd. email: sandy@kemsleydesign.com blog: www.column2.com twitter: @skemsley Copyright Kemsley Design Ltd., 2012 66