Context is a critical foundation for BPM success. It is for everything, right? But how do we set it. We assume with the wide range of technology, depth of understanding and innovative solutions, there is no need to set context as it is already there. Or we assume that we can just paint a quick picture and folks are on board. Better yet, we just rely on others to get it done and for that matter, folks just get it. BPM is more than just putting in a technology or point solutions.
BPM is where people, process and technology come together in a new context to orchestrate business execution. Silos are to be broken down, broader technology integrations are to be implemented and a new set of methodologies and tools are to be deployed to create seamless flow(s) of operations. I find that when the right context is set and the ‘ah-ha’ moment is reached, BPM adoption accelerates and greater operational efficiencies are achieved.
Bring together a business person, data management technologist, a web specialist and transaction system owner and you will get a minimum of four different perspectives on how to implement a new business process not to mention what BPM is. Each respective discipline will see BPM through its respective lens. Would you not agree that a data management person has a context and keen eye towards data efficiency thus a business process must hold to master ‘data principles’ such as normalization? Might a system transaction owner be reluctant to share business intelligence around the ‘transaction’ in another process and instead demand that any processing be initiated and completed within the transaction system to maintain integrity?
Setting a context for BPM in an organization brings together the various disciplines. The trick is to enable folks to see the power of BPM through more efficient processing while balancing the demands and policies of the various disciplines. For example, implementing a business process to update a customer address can incur significant debates in an organization because it can cut across the enterprise. Illustrating the process with the various technical components and working with each technical discipline to understand the needs, policies and trade-offs begins to set the context for implementing the business objective. The ‘ah-ha’ moment occurs when folks start focusing on the higher level need of the business objectives and begin to collectively make decisions to create seamless and effective integration of the technical components and business processes.
Getting to the ‘ah-ha’ moment is the magic. Setting the context makes it happen. The key is to find the right set of messages and activities to enable an organization to understand and bridge their current context to the ‘new.’