Business Management Presentations Process Management Process Modeling

Business Process Management, Millennials, Mobility and the Future of Digital Business


Converging trend lines across Consumerization, Social, Mobile and Cloud computing present a wellspring of new opportunities for engaging customers and empowering knowledge workers. Yet while it is the truly the combined impact of these trends that is collectively so profound, it is hard to argue against the notion that Mobile stands out as the singularly most disruptive matter.

The influx of mobile devices has already begun to change business processes and interaction patterns faster than many existing applications can keep pace. Mobile devices (both tablets and smartphones) are rapidly becoming the dominant form of personal computing, and for a growing segment of many markets, it is the primary (of not sole) interface to customers. Yet few enterprise are fully leveraging the truly transformative opportunity presented by having a 24/7 persistent connection to their customers.

How will you keep pace and still innovate in the post-relational, post-PC, Internet of Everything digital marketplace? BPM offers a critical leverage point for enabling this transformation. This presentation explores how BPM has emerged as the most promising platform for enabling customers and knowledge workers to interact with your business via mobile apps. BPM is uniquely able to smooth the user experience and coordinate the process-level integration to existing systems that provide content and context.

Some topics addressed in this presentation:

• How the "richness" of the user experience that mobile apps offer will alter the behavior of the underlying processes, forcing the process to bring together content and manage context, often quite different than existing interaction patterns.

• Why despite an “always connected” metaphor, engaging with customers over mobile devices will require mission critical apps to be re-architected to accommodate intermittent connections.
The role of process governance with social collaboration and mobile communications in the context of FINRA and SEC compliance.

• How to leverage the combined strength of mobile apps and the “transactional thread” of BPM to ensure that “state” is maintained in multi-step processes, from the cloud to the contact center to back-office operations.


The End of the Beginning,
NOT the Beginning of the End,
for Business Process Management.

BPM in the First Wave
(Where Most Still Are Today)

Phase One of BPM. . .
Cross-Application Integration
Managing Screen-Flows
Abstracting Business Logic
Enabling Business Control of Business Processes

Delivering a Transactional Thread Across

Driving Compliance and Scalability by
Automating Predefined Workflows
BPM Processes Are Deterministic,
Where All Possible Paths Are

Pre-Determined or Known in
Advance, No Matter How Complex
the Pathways May Be.
The Direction of the Process is

Determined by the Pre-Defined Path
and Current State; State is Determined
by the Preceding Activity.
BPM enables a transactional thread

from application-to-application,

The 2nd Major Revolution in IT Architecture
The Relational Era
40 Years of Data-centric
Application Design

Message-oriented middleware (MOM)
Extraction & Transformation



Cloud Architecture

Predictive Analytics

Client/Server Architecture

Semantic Integration

Transaction Processing

Mobile, Social, Cloud

Data Synchronization

Process of Everything

The Big Data Era

BPM Evolves to Address New Realities
of Digital Business
Accommodating More Comprehensive, Dynamic Process Lifecycles
From Transactional Data (Control) to Data-Driven (Visibility)
“Data-Driven” = Shift to Information-Intensive, Adaptable
Processes Driven by Analytics, Context, and External Events
Shift to “Intelligent BPM” and “Smart Processes” . . .
Leveraging Rules / Policies, Goals and Intelligent Agents
More Agile Execution Models Allows for Adapting to Meet Goals,
Rather Than Sticking Strictly to Predefined Paths
Allows Separating Automation of Mundane Tasks for Efficiency,
While Keeping the Overriding Focus on Effectiveness

Structured Workflows vs.
Case Management Processes
Start Point

In Between the Process Follows a Predefined Path or Otherwise Fails

End Points

Case Management Adapts to the Context of the Case, Guiding the
Outcome Based on the Combination of Defined Goals, Rules/Policies,
Data, and Application of Knowledge Worker Know-How.

Handling Unpredictable, Data-Driven,
Customer-centric Processes

An Event Occurs
Which Launches a
New Process / Case

Business Rules, Policies
and Processes Are Run
Against Case Data

Ensuring continuity across multiple
channels, including mobile devices
with inconsistent connectivity

Prepare Document

“Intelligent Capture”
Information is Captured
and Added to the Case

Analytics Help
Define How the
Case is Processed

The Case is
When Criteria
is Met

Process Application

A Library of Process Fragments Can
Be Called on to Automate Mundane
Tasks or Regulated Processes

Why you want to act sooner not just faster.
Business-relevant Event Occurs
Value Available
Through Earlier

Event Data Captured
Analysis Delivered

Value Available
From Faster

Action Taken





SOURCE: Adapted from Hackathorn, R. (2002); zur Muehlen, M (2010)

Why you want to act sooner not just faster.
Move to the point of
action to here. . .
…from here.

Leverage BPM with mobility and analytics to shift the
point to which business events become actionable.

Meet Your Customers
for the Next 20 Years

Are you ready?

Meet Your Customers
for the Next 20 Years

What’s Next?

What’s Next?

How will you keep pace and still
innovate in the post-relational,
post-PC, Internet of Everything
digital marketplace?

Customer-centric, Dynamic Process Example:
Financial Advisor Meeting With a Client for Their Annual Review



A Financial Advisor (FA)
conducts client annual
review – determines
client needs additional
life insurance.

3 The FA hits the

“Mayday” button
and spawns a live
video chat with an

“Intelligent Capture”
Questions answered, the application is
completed and signed electronically
on the tablet. The client writes a
check to bind the application and the
FA uses the tablet to take a picture of
the check to bind the application.

FA brings up an
application on
tablet and fills
out with the



The home office receives the
application electronically,
underwrites the policy and
electronically issues and
sends the policy to FA.


The FA can choose to print
the policy or send an
electronic copy securely
to the client.

BPM Going Forward:
The Next 12 Months and Beyond
Shift From Efficiency to Effectiveness
Success Metrics and Performance Objectives are Increasingly
Revenue-Focused not Cost-Driven
Focus on Response Time and Customer Experience
New Investments Must Anticipate Multiple/Legacy
BPMS installations

Transparency of Business Operations Increasingly Means
Gaining Visibility Beyond Core Business Systems
Delivering the Ability to Measure Performance &
Progress in Holistically, Across the Entire Process

Getting Started With BPM:
Picking the Right Targets
As a starting point, avoid processes that:
√ are already well-defined,
√ are overly complex, or
√ are politically-charged.
Look for opportunities and processes that are characterized as:
√ paper-intensive, involving tasks done on a frequent basis (daily),
√ lacking a rigid or controversial definition, and
√ having an immediate and measurably positive impact on
stakeholders, end users, and customers.


Getting Started With BPM:
Picking the Right Targets

Degree of Difficulty

High Value,
High Risk

Target Area


Limited Value,
Low Visibility


Alignment With Business Goals


Getting Started With BPM:
Asking the Right Questions
What Metrics Provide the Best Measurement of Success for This Process?

Are the Terms (Vocabulary) Consistent and Mutually Understood?
Who Benefits From The New Process or System?
How Will This Improve The Customer’s Experience?
How Many Systems Need to be Accessed to Perform this Process?
Will the Users of the Process Measure Success the Same as Other
Stakeholders and/or Sponsors?
How Do We Engage Our Customers’ Perspective in the Understanding and
Definition of the Business Process? (“voice of the customer”)

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