In part 1, we focused on why process is important to Digital Operations - and indeed to Digital Transformation.? In Part 2, we'll focus on how BPM software has evolved to support Digital Operations in both theory and fact.
And to do that, we'll leverage an article in CIO.com that makes many of the salient points. First, the author argues that BPM tools are "wildly different from their precessors of only a few years ago" - I favor a more evolutionary point of view, informed by working with these tools as they've progressed over the years.
But where I agree with the author is in that these vendors have been under relentless pressure to transform their businesses.
The primary drivers for BPM vendors now:
- Agility.? For example: ?We are leveraging BPM tooling to take business processes that used to require expensive and lengthy one-off IT projects and [are now] engineering them into a configuration-driven platform,?
- Innovation. For example: "after we?d been at it for a while, we saw that we could start doing much more innovative things. It?s also helping us pilot solutions and help customers understand their requirements faster without significant investments.?
- Enabling Digital Transformation. "We pulled all the people that touch students together in one room and challenged them to build something that ensured better student outcomes," he said. "We were able to build something quickly that allowed them to pull information from different systems and break through the barriers. We delivered it in 10 weeks. But most importantly, they saw it as ?their system??so we essentially built organizational change management into the development of the application itself.?
BPM platforms provide the agility we need. And they foster innovative approaches to problems that have gone stale. Finally, BPM platforms enable us to take call-to-action and consensus building meetings and turn them into actions via BPM.
But what's different here?? What makes BPM systems in the context of a Digital Transformation - or Digital Operations - different?
What's different is that in this context, BPM isn't the WHAT - it's the how.? These clients aren't "building a BPM system" - they're transforming their client experience, building solutions - they're pursuing outcomes.? And BPM software is a great fit for mapping out and executing against those newly defined outcomes.