“Not everything that counts can be counted, and not everything that can be counted, counts.”

Apparently these were the words written on a sign that had hung on Albert Einstein’s office wall.

Now I am no Albert Einstein and that is self evident from reading my blog posts, but it occurred to me that Albert was on to something.

Put another way [and I do not know who said this];

You cannot manage what you cannot Measure!

Five to ten years ago all one could hear and read about was Business Intelligence, Analytics etc. and for some reason that I have been unable to fathom, ‘it’ seemed to have fallen off most people’s radar.

A number of surveys over the last few months however has highlighted the fact  that the single highest priority item for senior executives is ANALYTICS; in all its forms and in all areas of the ‘business’.

In an earlier post I made the case for BPM providing the critical link between an organisations goals and objectives [its reason for existing] with the daily activities the organisation undertakes to achieve their specific goals and objectives.

In addition many organisations invest significant effort in measuring the transactions flowing through those processes; spend on X, costs of Y, profit on Z etc. It amazes me however that so many organisations [the largest majority] continue to look in the wrong place for the answers about Analytics.

So where am I going with this? Excellent question!

In numerous conversations with executives and senior management it occurs to me that they significantly under-estimate the importance of process and the view seems to be, that Analytics and Process exist in totally separate worlds; whereas I would argue they are intimately connected.

How can one ever know if a process is working without smart metrics?  Or put another way, how can one know if the mechanisms one has put in place to achieve the business goals and objectives are moving us in the right direction, as effectively and efficiently as possible?

I would also ask what the point of a metric is if it does not measure the performance of some aspect of a process, and provide me with intelligence about how to improve it?

I would strongly suggest that an organisation would be well advised to start with a view of the ‘end-to-end’ operational business process and then define the right metrics by asking the right questions.  These ‘right’ questions I would suggest would include:

How would we know if we were being successful?  

What would be the critical indicator that warns us if we are going off track?

So simply put, I strongly believe and hence advise clients, to always ‘connect’ Analytics to Business Processes.  Failure to do so, I would suggest, leaves organisations ‘blind’ when they go ‘off-track’.

AND REMEMBER: Always keep count and always make sure you count what is worth counting!

CHANGE MANAGEMENT, it’s all about PERSPECTIVE…

I have been following, and at times contributing to, a number of discussion groups which have, in one way or another, been focusing upon the reason for BPM project failure.

In these discussions, I have made the point that each person’s perspective [i.e. a particular evaluation of a situation or facts, from one person's point of view] of the project; it terms of its importance, relevance, scope, objectives etc. would have a significant impact on the real [and perceived] success of that project.

“So what!” I hear you say, isn’t that the same for all projects, and to some extent I would agree.

I would however suggest, that business processes go to the heart of how a business operates, the activities individuals undertake on a daily basis, and ultimately has an impact on how successful a business or organisation is, in achieving its goals and objectives.

Process based projects therefore require executives, management, employees and project/solution partners to understand, that not everyone sees things the same way!

Effective change management and hence the success of the project I would suggest comes down to understanding and acknowledging the different perspective people have, and accommodating these differences in the project.

Thank you to David Macdonald for this image

Social Listening – Get Control Of The Conversation

Gartner’s Jim Sinur posted an interesting blog post entitled “The Big Oops: Forget About Social Networking” where he describes 3 scenarios where the feedback from the collective was ignored and caused severe customer backlash, loss of brand credibility and a negative financial impact.

We recently saw the world-wide grounding of the whole Qantas fleet as a result of a breakdown in negotiations between the company and unions. This stranded around 68,000 passengers world-wide. The socialsphere was in meltdown and Twitter was in a tweet tsunami. Qantas responded well under the circumstance and even though there was definite anger and frustration they seemed to be on tweet alert.

The challenge is not just monitoring the socialsphere in crisis times like the Qantas example, but to do it consistently and have the ability to manage the dynamic and unstructured work real time with decision trails and tracking.

It is about creating social intelligence and adaptive processes that can learn from previous experience to improve customer experience, brand and ultimately retaining customers. Not everyone has the luxury of designated social media monitoring and response teams like Qantas, and more than often internal marketing teams monitor social media stream in an ad-hoc and inconsistent manner. Responses are not coordinated, tracked or reviewed and often nothing is done at all.

As Jim points out in ‘The Big Oops’, businesses can’t ignore the impact of social anymore. Mark Zuckerberg, CEO of Facebook, pointed out at their recent 2011 f8 Developer conference that, according to Facebook data, the information shared per person on Facebook, doubles every 2 years. It is the Moore’s law of social media. Social conversations about organisations will increase exponentially in the foreseeable future.

How will you manage with the increasing number of social media (channels), the increased conversations (content) and corresponding response (contact)?

XMPro for Social [https://www.box.net/shared/nmgh5zgegxkb6x9xp6nn] is a new breed of social management processes that harness XMPro’s ability to ‘listen’ to social networks such as Twitter, Facebook, Google Alerts, Digg, LinkedIn to name a few, for specific words or phrases.

If these conversations are found, XMPro will create a process activity and the business rules and logic can benefit from XMPro’s dynamic, unstructured work approach. Conversations become activities, each with their own tracking and decision trails, business rules and escalation paths. Each can be dealt with differently to suit the specific goals of the business at that point in time. Response teams can be scaled at the click of a button at peak times, such as the Qantas situation, and switched back to normal processes if the conditions change. Combined with XMPro’s agile approach to BPM, i.e. intelligent experimentation and the use of historical process data, organisations can now improve their social management processes and customer service.

Originally published by PIETER VAN SCHALKWYK Tuesday 8th November 2011

What comes first – Process Improvement or Process Automation?

Following my most recent post, I have received a number of questions which involve a confusion over the difference between BPM and Workflow. I would like to cover that in a subsequent post but embedded in the feedback, is also the question:

What comes first – Process Improvement or Process Automation?

Coincidentally this mirrors a discussions that is currently ongoing within one of the BPM groups on LinkedIn.

Here is my view of the answer to this question.

I would strongly suggest and recommend that Improvement should always come before Automation. Some manual processes may well only require manual improvements without the need for automation.

Additionally depending upon the nature, scope and scale of the process in question, the business case for automation may not stack up as Cost may well be > the Value to be derived from the automation.

Improving a manual process may well be the best option – Business Process Management [and Improvement] does not always mean automation, workflow etc.

May I acknowledge Rachael Ovett [BPM Consultant] for this Bill Gates quote on automation, but I think it sums it up well:
“automation does not fix the errors, it just makes them happen quicker”.
I accept that process improvement may be born out of automation but common sense must lead one to the conclusion that fixing the ‘errors’ first, must be the priority!

What are the potential costs of ignoring BPM?

I frequently read blog posts, articles and comments expounding the virtues and benefits of adopting BPM principles and solutions.

I thought that it may be interesting to consider the cost of the status quo or put another way doing nothing!

Pieter van Schalkwyk the CEO of eXomin – has published a white paper 6 Hidden Truths to Lost Profit, in which he makes the case that:

• Businesses lose hard-earned profits in high volume transactions through inefficiency, inaccuracy and the costs of rework.

• Businesses lose profit in the supporting processes through poor customer service and quality issues.

• Low frequency processes lose profit through non-compliance, penalties and a lack of transparency.

In short the whitepaper explains six process characteristics that result in profit leakage that in Pieter’s opinion need to be considered and addressed.

I do not intent to make this case here, but I strongly recommend that you download and review this document.

What can BPM Professionals learn from Gamification?

My understanding is that Gamification [I hate this word!] involves adopting game design techniques and mechanics to engage audiences. My colleagues and I, in the XMPro team here at Professional Advantage, have already started delivering process based solutions, which draw on the principles adopted by game designers.  The objective being to encourage the users to adopt processes, by making the technology more engaging, and so encouraging these same users to be drawn into adopting desired behaviours and perform seemingly boring tasks.

As my [much younger] colleague Andreas Laubscher points out: “The workforce is filling up each year with more and more people who grew up playing computer/console games in a non-stigmatized way (i.e., it’s not just for geeks anymore). Consider the recent popularity of releases like Modern Warfare 3 and Skyrim you could also say games are definitely not just for kids anymore”

May I refer you to and interesting and eye opening blog post by Tom Evans of Omnicom: 15 Brand Examples of Gamification, which I found very useful in understanding and appreciating the practical application of Gamification [I still hate this word!].

Some argue that Gamification is a fad and I would agree, however if you strip away all the marketing hype, and take time to understand what sits behind all the ‘BS’, then I would suggest that BPM and the solution providers, have lessons to learn from the techniques involved in game design.

Business Process Management…How do I get Started?

I recently presented a series of Business Process Management seminars and in addition ,on a daily basis, I speak to numerous individuals in organisations across different sectors, and one question I keep being asked is…

How do I/we get started?

I have heard this question answered in a number of different ways…
…start modelling your processes.
…build some workflow automation from within one of your current applications.
…set-up an internal project to build the workflows yourself.
…buy a Business Process Management Solution [BPMS].

Now whilst I must admit to having a vested interest in the BPMS option, I do not believe any of the above answers are correct or indeed whether they would best serve the needs of the organisation.
Before an organisation can even consider the possible alternatives for using BPM to drive process improvement, I believe the first questions have to be:

1. What business process do we actually have in operation in the organisation?
2. How are we going to measure [key performance indicators] if these processes actually meet our needs and support our business strategy?
3. Which of these measures is the most important to us?
4. How do each of these processes measure up against our key performance indicators?

Given we can rank our processes by answering the above questions; I suggest we would then need to ask…

- How complex is each process?
- How much certainty or uncertainty is there around each process i.e. how well do we really understand the process?

By simply running through this analysis, I believe an organisation can arrive at a summary of which processes require immediate attention and which can indeed be deferred. Also this analysis will highlight which of the business processes can be addressed at a cost commensurate with the value to be derived.

I use the word simply a little too flippantly here, and for that I apologise.

Some organisations have the experience and resources to run such an analysis project internally. But for many that is simply not the case.

I have a number of colleagues that spend their entire working life reviewing, assessing, re-designing and deploying business processes for clients. Based upon this extensive ‘mine of experience’ my colleagues in Professional Services have developed a Process Priority Analyser…

…now why are you surprised they defined a process for this?

They are after all specialists in process management!

Please feel free go to http://www.profad.co.uk/process_analyser.htm to download a ‘lite’ version of this analysis tool.

Whether you contact me to discuss the merits or otherwise of the Process Priority Analyser [E: jon.ryder@profad.co.uk] or whether you choose to carry out the analysis yourself, please bear in mind that asking the right questions is key to finding good answers and making good decisions in any field, but particularly at the start of a BPM journey.