Liens de la semaine (weekly)

  • « A Business Process is any process, sequential work or activity, that happens in an organisation. Some are repeatable and linear, others happens in unstructured ways and are hard to model. »

    tags: ERP BRP Process

    • 1. The Easily Repeatable Process (ERP for me)

      Processes that handles resources, from human (hiring, firing, payroll and more) to parts and products through supply chains, distribution and production. The IT systems go under catchy names like ERP, SCM, PLM, SRM, CRM and the biggest players are as we know SAP and Oracle plus a long roster of smaller firms.

    • 2. The Barely Repeatable Process (BRP)

      Typically exceptions to the ERPs, anything that involves people in non-rigid flows through education, health, support, government, consulting or the daily unplanned issues that happens in every organisation. The activities that employees spend most of their time on every day. Processes that often starts with an e-mail or a call. A process volume, measured by time and resource spent at organisations, probably larger than for the Easily Repeatable Processes. 

  • « The future of social BPM lies in developing the best way to leverage social media tools to promote collaboration and coordination in the workplace €“ on an enterprise basis with a meaningful contribution to the business. »

    tags: bpm socialbpm process processsocialization processdesign

    • When people are given the option to develop their own process, they are far more likely to efficiently use the model and be motivated to find additional areas for improvement.  The idea behind it being €“ If you develop it, you will use it (rather than build it, and they will come).
  • tags: collaboration tools

  • « In case you haven’t scrolled down yet, this is a gigantic post even for my standards. It started off reviewing an evolving theme of enterprise 2.0 moving to process-based solutions, and on the way I stumbled across another perspective on the world of « knowledge work » and « processes » called « Adaptive Process Management ». »

    tags: processes processsocialization businessprocess enterprise2.0 ERP CRM adaptativecasemanagement

    • « Process, rather than culture, is increasingly seen as the key enabler of social software in the enterprise. Rather than wringing our hands and gnashing our teeth about how to change organizational culture, we’re looking at how to insert social tools into the existing business process. Conversely, we’re also starting to look at how business processes can be redesigned and optimized now that these social tools are available. »
    • So if we blindly build enterprise collaboration networks and tools that are independent of these business applications then these E20 tools & network will be mostly used for conversations around generic topics, limiting the value they bring to the organization.
    • I believe Enterprise 2.0 tools will find a quicker adoption in organizations if they are:
      > Simple tools that integrate with common business applications, rather than creating additional silos of information that requires maintenance
    • Lack of tools on an application page, say a new HR policy page on the portal that may provide context for a conversation, forces us to switch to email. This results in loss of work continuity and even productivity.
    • Social tools need to be features of existing products, they need to be designed into our flow and processes. This way they are not seen as social or a timewaster, they are seen as productivity and process improvement€¦so in the end they are just the newest way to do something better, a better way to execute our tasks, so why wouldn’t you want it.

    • « The problem is that, in the context of E2.0, there’s little discussion around performance objectives where social computing constructs and technologies can move the needle on discrete but large scale business solutions. Equally bad is that there’s little thought and discussion around the optimal solutions architecture and combination of process + social that can solve large scale problems that keeps the c-suite awake at night. »
    • No tools, no features and frankly no adoption. Just performance acceleration via strategic process and performance alignment »
    • Standalone social computing isn’t a solution as there really isn’t intrinsic motivation and it isn’t tied to work processes, but socialising current process tools like the CRM may be the answer, as they already use it and trust it. Basically it’s a tool they use to do work, so rather than shifting context to include a social dimension, instead embed social features into the work tool itself:
    • « The proper use of social software in the business will eliminate the need for process designers. Everyone will be a designer, in the way that everyone is a writer in the blogosphere. »
    • Design by Doing is an approach that works when the process is not predictable, and can not be written down ahead of time. Since you can not predict it, you have to elaborate it as you go along. You design it, as you are doing it. There is no development life-cycle. This works on unpredictable emergent process. »
      • Embed ad hoc collaboration into your structured processes and gain a unified view of enterprise information-across business functions-for effective and efficient decision-making
      • Reach out to an expanded network for expert input in resolving exceptions in business workflows
      • Add social feedback loops to your enterprise applications and continuously improve business processes
    • Socialising processes is more of a sure bet in getting social computing adopted (the new way of doing things eg. conversing in the open, observable work, socialised workarounds).
    • In considering this, I still think socialising business processes is the first stepping stone in both a cultural and productive point of view€¦getting people prepared.
  • « he thing with SocialCRM is that it adds more customer data to CRM records when many organizations have not learnt how to act on existing data. Whist a quick look at my Twitter usage can give Dell an idea of my profile, what good will that do if organizations are not going to act on hard data they have today: How much I’ve spent with them over the years, my active registrations of software I’ve purchased, my loyalty based on the fact that I religiously buy new equipment from them every year. »

    tags: socialcrm data customer analysis socialdata transactions transactionaldata

    • We tend to think that using social  media monitoring and listening systems reduces noise and lets us focus on things that matter in our customer relationships. I respectfully disagree. Until its surgically helping you execute business and process objectives more effectively, its still noise.
    • Social CRM is where the social data and the transactional data are analyzed together to create deeper insights that ever before.  Using Social data we can amplify what we know about customers by adding a sentimental, emotional layer to what we know €” and that helps smart companies drive sales cycles and create better revenue models.

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Head of People and Operations @Emakina / Ex Directeur Consulting / Au croisement de l'humain, de la technologie et du business / Conférencier / Voyageur compulsif.

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