This morning I read an interesting tweet from Elise Olding (@eliseolding) at Gartner: “New #BPM role: organizational actors – practice, test, role play new processes”. I have to disagree for a couple of reasons about this.
For one, this is nothing new, in fact I did this with a greenfield launch in 2002 (Bright Grey, nice little UK Life Assurance company) where several of us (including Heads of Departments) played out the lifecycle of an application form and what it felt like to be a part of the process. The poor bloke who played the part of “the application form” got the raw deal though, passed from pillar to post, but it brought it to life and exposed the experience in many ways.
Secondly, as highlighted above, we do not need to invent a new role or label to fulfil this kind of role-play, or indeed formalise it in any way. We were loosely composed of analysts, heads of depts, customer service reps; people who understood the process at all levels and we all understood what the purpose and goal of what we were doing. This should not be the responsibility of one particular person or a set of people but just another piece of the continuous improvement mindset which exists already.
I’ve already highlighted in other blog entries how forming loose teams without assigned roles or titles (read my Cabal story by Valve Software) appears to inspire creativity and innovation a lot faster than wrapping everything up in structures.
Let’s start approaching process and BPM with some sense and pragmatism again, spark some real innovation by being thinking completely abstract and taking cues from other industries instead of trying to think up new buzz terms and ways to fill spaces that don’t actually exist.
I for one do not want to see the enterprise fill up with Process Divas holding up the project because they’re trying to get into the mood…..