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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
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
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5. Consumer Tools Set Expectations
l Consumption
l Participation
l Creation
l User experience
l Access anywhere
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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
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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
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8. A History Of Social BPM
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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
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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
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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
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12. E2.0 For Social Interaction
l SocialBlue (Beehive), IBM’s internal social
network
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13. E2.0 For Social Production
l BTpedia, British Telecom’s internal wiki
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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
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15. The Extremes Of Work
Routine Knowledge
Work Work
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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)
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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
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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
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19. Dimensions Of Work
l Structured to unstructured
l Controlled to collaborative
l Internal to external
participation Structure
Collaboration
External
Socialization
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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
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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
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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
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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
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26. Social As A Feature, Not An
Application
l Changes the internal user capabilities
l Flexibility
l Visibility
l Participation
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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
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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
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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
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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
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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
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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
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39. Social Task Management
l Collaborative task creation and
management
l End-user driven
l Lightweight functionality
l Cloud-based
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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)
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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
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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
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49. Need For A Social Modeling
Notation
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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
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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
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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
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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
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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
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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
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58. Efficiency Before Service
l KPIs target efficiency rather than service
levels
l Internal automated processes
l No links/exposure to customers
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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
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60. Privacy/Security Concerns
l Information hidden by default, creating
“information fiefdoms”
l Limited online customer access or
collaboration
l Misunderstanding of regulations/laws
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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
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63. Let Workers Do The Right Thing
l Dynamic/adaptive processes
l Collaboration within and outside
organization
l Publish/subscribe activity streams
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64. Identify And Enable Inherently
Social Processes
l Find the sources of “email collaboration”
l Enable social features if available, or
provide social platform
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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
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