With “Social BPM” (I prefer Community or Collaborative terms rather than Social, or following from yesterday’s blog post, Lateral, in context of ‘social’ it may turn off buy-in on an enterprise level as a gimmick so this needs to be carefully managed) it’s almost like we’re approaching Day 0 for BPM because the old semi-rigid improvement methodologies like Deming and DMAIC have to change to take into account these new flexible ways of working together. It’s like “crowd sourcing” or swarming in BPM terms, it’s no longer just a select few with ‘process owner’ titles who have been charged with the business process knowledge to engage in a BPM initiative. I’m talking simplisticly, I know that we engage the business community in our efforts but that level of engagement has been as rigid as the rules we follow as practitioners. Reading the Twitter streams coming from the Gartner BPM Conference I was surprised that Mark McGregor, a keynote speaker this year, suggested that “great results in BPM workshops can only be done in a physical meeting”. This is poor statement in my opinion because it completely ignores the myriad of enabling technology available to involve and engage EVERYONE necessary to make the BPM initiative a success.
Being openly collaborative across the enterprise appears to be moving BPM out of it’s 20 year comfort zone and it’s going to be challenge for some to move with it given statements like the above. We are in effect tearing down the last and very well hidden silo in the enterprise. Practitioners have spent decades telling the business to remove silos when designing operating models and cross functional processes but invariably erect one more to protect themselves without realising it.
Here’s a final thought: define a BPM Centre of Excellence now that Social BPM is coming. It’s can no longer be a centric function can it…..