Comment on HIM

13-Oct-2009

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Process-based technology that understands the needs of people and supports the inherent "spontaneity" of the human mind is the next logical step, and we might be tempted to name this potential paradigm shift "Knowledge Intensive Business Processes."
KIBPM falls into two main categories, which will probably merge over time, and the vendor that recognizes that potential will steal a march on the others. At the simplest level we have case management, and secondly, we have Human Interaction Management. I doubt there are many BPM products on the market today which will be able to meet this seismic shift in requirements - certainly those that rely on BPEL and SOA won't; what's more, any that have been in the market for longer than five years will need radical surgery to meet the coming challenge.
"Why Workflow Sucks", Jon Pyke, Chair of the Workflow Management Coalition

A new generation of people-centric collaborative information management tools is set to produce the first fundamental advances in personal productivity since the arrival of the spreadsheet.
Riding the fourth wave, Information Age

RFG believes the "human element," frequently discounted, disparaged, and maligned by many traditional technologists, is in fact the foundation of the next generation of BPM, IPLM, SOA, and other IT-empowered enterprise solutions. IT and business decision-makers should look closely at how human behaviors influence decisions related to BPM, IPLM, SOA, and other strategic initiatives, and look for ways to integrate BKM policies and processes into these efforts.
"Business Knowledge Management: The Missing Link for BPM, IPLM, and SOAs?", Robert Frances Group, January 2007

Many real networks, such as hastily formed networks, do not have a well-defined set of workflows and can benefit only marginally from a workflow approach.
"Infoglut", Peter J. Denning, Communications of the ACM, July 2006

In today's developed economies, the significant nuances in employment concern interactions: the searching, monitoring, and coordinating required to manage the exchange of goods and services. Since 1997, extensive McKinsey research on jobs in many industries has revealed that globalization, specialization, and new technologies are making interactions far more pervasive in developed economies. Currently, jobs that involve participating in interactions rather than extracting raw materials or making finished goods account for more than 80 percent of all employment in the United States. And jobs involving the most complex type of interactions-those requiring employees to analyze information, grapple with ambiguity, and solve problems-make up the fastest-growing segment.
This shift toward more complex interactions has dramatic implications for how companies organize and operate.
...
The article that follows, "The next revolution in interactions," shows that the shift from transactional to tacit interactions requires companies to think differently about how to improve performance-and about their technology investments. Moreover, the rise of tacit occupations opens up the possibility that companies can again create capabilities and advantages that rivals can't easily duplicate.
"The next revolution in interactions", The McKinsey Quarterly

Most businesses find it increasingly difficult to perform well in all of the areas that historically defined their business. And if you canít perform a task with market differentiating quality, then it may be better to look at entering into collaborative arrangements with others who can. This results in a kind of restructuring of the value chain and a rethink of the roles that organizations perform. ... Agility in this sense implies the ability to move business processes or parts of business processes around different locations either within existing corporate boundaries or across them in collaborations with business partners.
SOA Comes of Age, Jim Boyd, European Head of Financial Services Product Strategy at CSC

And, speaking of business processes, when humans are involved, it makes very little sense to have a centralized, computer-based system coordinating business processes on behalf of humans ...
The Human in the Machine, ZapThink

Falling communications costs, globalization, and the increasing specialization of knowledge-based work are making collaboration within and among organizations increasingly important.
Yet few companies understand or know how to manage the intracompany networks in which collaboration typically occurs.
A few leading companies are beginning to map their networks of relationships, to analyze the economic costs and benefits that key interactions create, and to identify value-creating interventions.
Successful interventions help companies to reduce complexity, redefine roles, and allocate financial, physical, and human resources more efficiently.
Mapping the value of employee collaboration, McKinsey Quarterly, 11 October 2006

... coming soon is software that could solve some of the most nagging challenges to the systematic organization of the workforce. As personal and handheld computers reach a critical mass in the workplace, workforce-management software will probably become ubiquitous.
The McKinsey Quarterly

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