We live in a fast paced world where consumers demand high quality and rapid services. When we buy an item on-line we expect a confirmation email in seconds or we start to be concerned that something has gone wrong.
The desire for rapid and meaningful response is also growing in more complex transactions such as a mortgage or insurance application, even though these often require documents to be supplied that contain the data needed to decide on the claim or application. Consumers can now take and send pictures on mobile devices or scan documents from home, and are attracted by the simplicity and availability of 24/7 e-business.
When transforming these types of business process a capture strategy is needed to enable documents to be delivered and processed in a fast and low cost means, with a consistent high level of quality.
Mobile, social and big data analytics are opening doors.
In most organizations applications fall far behind the business needs. The gap between what application can deliver and what business needs keeps widening as soon as you implement an application. How can you make sure that that your applications are always aligned with business needs?
New age technologies like mobile, social, big data analytics are opening doors for opportunities that were never possible before. Are your applications creating a hurdle in leveraging these technologies? Are you able to deliver the right experience to your customers? In this session we will discuss how Business Process Management (BPM) helps not only in reducing the gap between applications and business needs but also how it enables extending the applications with capabilities like social and mobile.
A lot has been written about Big Data in the last few months. Most companies are trying to make sense of the large amount of data they have to serve as an input to both strategic and operational decisions. In this article, I’ll discuss a couple of reasons for the obvious link between BPM and Big Data and how they can co-exist with BPM implementations helping drive adoption of Big Data.
Most BPM platforms have built-in capabilities to collect process parameters and key process related data during process execution. Most also provide some form of rudimentary to sophisticated analysis of the data, perhaps not run time, (yet), but on a post facto basis.
Process owners use this data to gain insight into the process, for example:
In the previous article “Integrated Business Management in the Process Age”, I discussed the concepts that will shape businesses in the Process Age. In this article I will discuss how process-oriented concepts and systems engineering practices can be used in a process-oriented engineering methodology.
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In the previous article “Integrated Business Management in the Process Age”, I discussed the concepts that will shape businesses in the Process Age. In this article I will discuss how process-oriented concepts and systems engineering practices can be used in a process-oriented engineering methodology.
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Recently, the idea of “design thinking,” originally defined as the problem-solving approach of a designer, has been used to describe a broader approach to innovation and creativity. Companies like Target and P&G, as well as design firms like IDEO and Continuum, are currently applying design thinking to problems that were once the domain of purely analytical thinkers, but, as in many disciplines, there is little agreement on its exact definition and whether or not it creates value for businesses. This talk will define design thinking, present case studies of effective (and not so effective) applications, and outline the elements of the approach most useful for business process innovation.
Today’s telecommunications industry is virtually unrecognizable from the one of ten, five, even one year ago! The convergence of voice, data, content, and mobile services has created a communications mega-industry, where traditional telecom providers are vying against non-traditional competitors for market—and mindshare.
It’s a zero-sum game and the winner gets the customers and market share.
Today’s telecommunications industry is virtually unrecognizable from the one of ten, five, even one year ago! The convergence of voice, data, content, and mobile services has created a communications mega-industry, where traditional telecom providers are vying against non-traditional competitors for market—and mindshare.
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