Putting the Band Back Together

Post by
Scott Francis

The other day an old friend dropped me an email.? He wanted to talk.? The next day we got on the phone and and we spent some time catching up.? This is someone I'd been trying to hire for years, and he tells me he is leaving his current job and looking for his next job...

Him:? So before I go looking for another job, I want to find out more about what you guys are up to down there?

Me:? We're putting the band back together.

Him:? Oh yeah?

Me:? (listing the people we've hired or put on contract)

Him: Wow, sounds like it!

Me:? You still got that trumpet?

Okay, I didn't really say that last line.? When I mentioned the conversation to Lance, he quoted another famous line from Blues Brothers:? "We're on a mission from God." (picture deadpan delivery here).

So yeah.? We're putting the band back together.? We're finding people we've worked with over the last 5+ years that we really found rewarding to work with, but for various reasons moved on to other things or took a different path.? We have a new value proposition to offer them, some additional independence, and a chance to get onto really exciting wave building in BPM.? And we *are* on a mission from God (so to speak): spreading the BPM gospel is the mission and we're dedicated to the cause, because we see the ROI.

On a related note... At Lombardi's Driven 2008 we heard a lot of talk about "unicorns" and "heroes".? There seemed to be a concern that BPM deployments relied too much upon these mythical "unicorns" that could understand the business processes (and the business people themselves), convert them into BPM Models that the business could understand AND that could be implemented in software, and then could implement those models in software of your choice... and then they could help you with systems engineering, architecture, database work, J2EE, Java, XSL, XML, Javascript, AJAX, etc.

And we heard about Heroes.? Those guys that can run a project, sling some code, mentor the team they're working with, and deliver the project successfully. The implicit negative was that all this might happen in the absence of any adult supervision or structure.

The outcome of these two "problem statements" - not enough unicorns, not enough heroes, therefore, difficult to scale - was a hypothesis that the way to combat this problem was to refine the roles that people on BPM deployments play so that perhaps more people can participate in the process of building out processes.

We don't fault anyone for embarking on this strategy.? It makes a certain amount of sense (especially when you're trying to get quite large, and manage that growth).? However, its not what BP3 is about.? We're putting the band back together.? We're hiring those heroes, those unicorns.? Those people that have the capability, accountability, and discipline to do it all.? And we are hiring people that have the potential to be "heroes" or "unicorns".? We believe we know how to foster the right kinds of experiences and growth opportunities.? We believe we can create the right culture, that leads to the development of these all-around players.? Partly we believe this because we've done it before, at more than one company.

And we believe when people pay for our services, they want the best, and they want experience.? Which is what they get - the most experienced team in the BPM business. We're not interested in scale for scale's sake.? We want organic growth and quality growth.? We're putting the band back together.

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