Posts Tagged ‘IBM’

Combining BPM and BRMS

October 8, 2010 Leave a comment

Everyday I see more and more frameworks trying to combine BPM and BRMS. Tom Baeyens posted “Blending Processes And Rules With jBPM” in his blgo some time ago. Yesterday IBM twitted their new site “Combining flexible BPM and business rules for faster ROI“. It’s nice to see more focus on combining both.

IBM say if you have conditions similar to Large number of field employees dedicated to sales, Complex business processes with unacceptable error rates, Lack of business user control over processes and decisions, Increasing regulatory pressure, you probably need to look at combining BPM with BRMS. Here are the questions you can ask to find it out:

  • Are you looking for more control managing decisions within your business processes? Would you like to be able to make changes more quickly?
  • Are you able to personalize pricing, promotions, product offers (etc.)? Would you like to be able to increase personalization?
  • Are you able to effectively manage differences across geographies or sales channels?
  • Are there compliance issues related to this?Are you able to test how a decision change impacts process behavior? Can you simulate decision outcomes before deploying changes?

It’s nice to see there’s a focus on combining BPM and BRMS, and i’m waiting there’ll be focus also on combining entity lifecycles to that. Then we’ll have HOW, WHY and WHAT of Zachman together.

Categories: BPM, BRM Tags: , , , , ,

Dealing with complexity and uncertainty

I found some time to look at IBM’s last CEO Study which is named “Capitalizing on Complexity“. The main focus of the study is the increasing complexity and how to CEO’s are dealing with it. They categorized some of them as “Standouts”:

Today’s complexity is only expected to rise, and more than half of CEOs doubt their ability to manage it. Seventy-nine percent of CEOs anticipate even greater complexity ahead. However, one set of organizations — we call them “Standouts” — has turned increased complexity into financial advantage over the past five years.

Big differences between the Standouts and the others are:

  • Decision style: (54% difference between Standouts and others) “… quick decisions even when facing uncertainty.”
  • Simplify operations: (30% difference between Standouts and others) “… the need to simplify their operating
    strategies in order to better manage complexity.”
  • Business model innovation: (81% difference between Standouts and others) Types of business model innovation considered:
    • Enterprise model: Specializing and reconfiguring the business to deliver greater value by rethinking what is done in-house and through collaboration.
    • Industry model: Redefining an existing industry, moving into a new industry, or creating an entirely new one.
    • Revenue model: Changing how revenue is generated through new value propositions and new pricing models.

My conclusion is very simple, who’s dealing with increasing complexity and uncertainty in a better way can innovate more, this is the key for success.