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This Presentation Courtesy of the
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October 7-8, 2008 Amsterdam Arena
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“It’s not what you do – it’s how you do what you do”Rethinking Business Operations
Hans de Visser Jon Pyke, CSO
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About Jon and me…
• Different physique
• Same passion
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The Four Key Game Changing Trends
• ConsumerizationThe practical delivery of (consumer/business) business processes as services on a major scale, exploiting the Internet as the delivery channel.
• CommoditizationHigh volume consumer & business processes/services delivered over the Internet with commodity economics.
• VirtualizationNew freedoms to create, source, assemble business processes flexibly, at lower cost/higher speed of change, upping business agility – the opportunity for process management on-demand
• GlobalizationCompetitive access to the white collar talent pools of the world made relatively simple for the first time in history.
Source: Dr Richard Sykes
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Great Britain...in 1900
Name this Country….
• Richest in the world
• Largest military
• Center for world business trade
• Strongest education system
• World center for innovation and invention
• Currency the world standard of value
• Highest standard of living
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With the opening up of China,
India and the former
Soviet Union…
…three billion new capitalists
have entered
the workforce
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How do you compete
in a global economy?
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The Process Challenge
Processes – good processes - are key to success
• Suppose Nicholas Carr[1] was right
• IT no longer matters!
• Just gets you to the “me too” stage
• Doesn’t give you the competitive edge
Harvard Business Review, Publication Date: May 1, 2003 Author(s): Nicholas G. Carr Type: Harvard Business Review Article
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The Process Challenge
• Scarcity of a resource makes it strategic
• Gain and edge by doing something better
• BPM helps you do that
• Good processes are scarce
• Management of them even scarcer
Single view of the business
Optimize allocation of scarce resources
Ability to flex operations
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It’s Not What You Do
• Efficiency stems from predictability
• Today’s business environment is not predictable
• Rigid adherence to process is
• Good – Ensures compliance adherence
• Bad – Doesn’t enable agility
• End up like the UK in 2000 instead of 1900
• Can’t afford to be complacent
A UK citizen at Terminal 5:
“This is quite speaking for the
state of our nation: Very shiny
but nothing really works.”
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It’s How You Do It - The Problem You Face…
Duplication of activities and processes
• Everything locked away in old environments• Even those of you using BPM
• Difficult to reuse or share anything
• Continue to execute non-core processes
• Difficult to outsource
Harvard Business Review, Publication Date: June 1, 2008 Author(s): Merrifield et al Type: Harvard Business Review Article
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Your Choice
“Do I want to build to keep?”
OR: “Do I want to build to change?”
OR: “Do I want to be truly innovative?”
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Re-engineering for 20+ years
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Accelerate Time to Value.
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Change the way we do what we do…
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Customers
Business Operations Platform
The Business Operations Platform
BPMS BAM
Managers Staff
Business Services
MDM Case Mgmt RulesGUI
MashupsSOA Grid
Composite Apps
Business
Logic,
Metadata
and UI
Proactive
KPI &
threshold
Management
Single View
of
Enterprise
Data Model
SOA from
the
Ground
up for true
Linear
Scalability
Visualisation of Performance
Suppliers
Supports Dynamic
Business ProcessesMashups for improved
productivity
Model Driven
ERP CRM LegacyApp’s
Corporate Data
Claims Products
Integrated
Business
Rules
Engine
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OK So What?
How does a BOP
help solve the big issues
within the process driven organization?
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How Do We Change the Way We Do What We Do?
• Process not the end of the road
• Business Activities/Services that make up the process
• Business Services next step in productivity gains
• Eliminate complex processes
• Concentrate on the Skinny
• Drive Maximum pay-back from existing IT Estate
• Process Enabled Business Services is key
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How Do You Do That?
Reuse of Business Services is key
Traditional Services reuse
Simple RPC call
Get data + Put Data
Business Service Reuse includes:
• Process Models
• Business Logic
• SLA’s
• KPI’s
• Metadata
• Security
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The Business Operations Platform Imperative
• The Business Operations Platform enables:
• Build process from reusable Business Services
• Share discrete services and processes internally and
externally
• Buy or sell services
• Use dynamically built processes as needed
• On Demand
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Adding “USB” Process Connectors
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Only Then will You Be Able to Compete
• Flex business operations at the time you need to
• Drive maximum value from what you have
• Reduce redundancy
• Drive down costs
• Be more responsive
• KNOW WHAT YOUR CUSTOMER NEEDS BEFORE THEY DO
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You will Know When You are There
• Proactive not Reactive
• Single Seamless Environment
• Linking and sharing of systems and resources
• Skinny Processes
• Dynamic Exception Management
• KPI’s and Dashboards providing status of the Chain
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To summarize
• The Business Operations Platform unifies the world of integration, business process management, development of composite applications and presentation.
• The Business Operations Platform abstracts underlying IT assets and synchronize different change cycles
• The Business Operations Platform helps you to fundamentally improve speed of change
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Thank You