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“It’s not what you do – it’s how you do what you do” Rethinking Business Operations

Jon Pyke, CSO “It’s not what you do – it’s how you do what you do” Rethinking Business Operations The Four Key Game Changing Trends Consumerization The practical delivery of (consumer/business) business processes as services on a major scale, exploiting the Internet as the delivery channel.

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“It’s not what you do – it’s how you do what you do” Rethinking Business Operations

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  1. Jon Pyke, CSO “It’s not what you do – it’s how you do what you do”Rethinking Business Operations

  2. 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

  3. 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 Name this Country…. Great Britain ...in 1900

  4. With the opening up of China, India and the former Soviet Union… …three billion new capitalists have entered the workforce

  5. How do you compete in a global economy?

  6. Single view of the business Ability to flex operations 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

  7. 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

  8. 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 alType: Harvard Business Review Article

  9. 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?”

  10. Where We Are Today • Re-engineering for 20+ years • Benefits significant for many organizations • Cost Savings • Cycle time reduction • Etc. • But where next? How do we change the way we do what we do?

  11. Accelerate Time to Value.

  12. Model Driven Visualisation of Performance BAM BPMS Suppliers Customers Managers Staff Business Logic, Metadata and UI Proactive KPI & threshold Management SOA from the Ground up for true Linear Scalability Single View of Enterprise Data Model Integrated Business Rules Engine Supports Dynamic Business Processes Mashups for improved productivity Corporate Data ERP CRM Legacy App’s Products Claims The Business Operations Platform Business Operations Platform Business Services Rules MDM GUI Mashups Case Mgmt SOA Grid Composite Apps

  13. How does a BOP help solve the big issues within the process driven organization? OK So What?

  14. 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

  15. Traditional Services reuse Simple RPC call Get data + Put Data Business Service Reuse includes: Reuse of Business Services is key How Do You Do That? • Process Models • Business Logic • SLA’s • KPI’s • Metadata • Security

  16. The Business Operations Platform Imperative • The Business Operations Platform enables: • Build process from reusable Business Services • Share discrete services and processes internally • Buy or sell services • Use dynamically built processes as needed • On Demand

  17. Adding “USB” Process Connectors

  18. Same Step – Change Service Partner

  19. Single view of the business Ability to flex operations Revenue generation Benefits of Dynamic Supply Chain Management

  20. 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

  21. 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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