The Experience versus the Expert, Part II
xplored the notion of open and closed, and what those words mean to customers and experts. The basic argument: customers care about the “experience”. Experts care about the nuts and bolts – and how fine-grained their control is. We used as a foil, Apple’s iPhone versus Google’s Android mobile OS. Since that first post, there has been a little bit of evidence that the focus on “experience” pays off:In Part I, we e
- Apple’s AppleTV topped Amazon’s Wish List in November. And iPads ranked #2 and #3. Eight of the top 20 items listed were Apple devices.
- iPhone’s 4% market-share in phones yields 50% of the profit. That’s simply incredible.
- And the halo effect appears to be in full effect, as interest in Apple Laptops is way up. The Changewave survey showed a surge from 25% to 36% in one month… What changed? The new MacBook Air is what changed.
- We’re about to see Verizon pick up the iPhone on Tuesday. At first glance it looks like they’ve agreed to most or all of Apple’s terms.
- BPM sits at the top of a big pyramid of IT assets. Any one of these IT assets could really undermine the experience of interacting with business processes that are affected.
- BPM itself is an amalgamation of several different technologies, notations, standards, etc.
- Integration is still the long pole in the tent
- The Business is the customer. They actually value simplicity and “it just works” over complexity and flexibility for the IT folks. It turns out that flexibility for the business usually requires simplicity and a focus on the quality of the experience.
- Slowing the rate of adoption in the industry – by impeding the rate of learning of new BPM experts who have to learn all the warts of each system, and each version of each system.
- Adding a layer of non-value-added code to accommodate product shortcomings. If we were to apply value-stream analysis to code: value-adding code versus non-value-adding code, workarounds and kludges would certainly fit into the latter camp. But usually these work-arounds are actually more expensive to maintain over time than the value-adding code, on a per-line basis. Worse: they add no value except to make up for vendor shortcomings.
- They slow time-to-value for BPM projects by introducing friction that works against the productivity of process authors.
And they don’t measure products by what they do, but by how well they do them. You won’t find a matrix where Apple compares their product to a competitor by feature. They measure products by the experience.