ISIS Papyrus Software

Posts Tagged ‘adaptive’

ACM Benefits – The User Perspective

In benefits, solution on November 25, 2011 at 4:41 am

Every technology is just as good as it helps us to do away with confusion and complication while we pursue complex activities in a complex world. While thoughtfulness of concept, sophistication of design and general public appeal all play an important role, the final judgment of this accomplishment lies with the users of technology and the benefits they get from it. Therefore this article is dedicated to the users of the ISIS Papyrus ACM Platform and their unique perspective.

Andrew M., Senior Project Manager, international financial institution:
“A process needs no longer to be designed but it can be captured immediately during execution. Thus we avoid a lengthy analysis phase, the problems with a lack of subject-matter expertise and the bureaucratic overhead of deploying, maintaining and changing the underlying model. The whole concept took some time to go down with the ‘old guard’ but now that we are seeing the first results in terms of business and customer value the initial resistance has completely crumbled and we couldn’t be happier with our choice.”

Paul S., Director of Services, large retail bank:
“You simply can’t compare it to any other word processor or document management system we had before. The ease-of-use for creating and changing a template with simple building blocks is amazing. After that you can add data with forms by mere drag&drop from the library. Everything gets just where you want it to have and it remains there. Users can then make any additional changes they prefer but they cannot meddle with the original design, which saves a lot of time compared to what we were used to. And a lot of nerves, too!”

George A., Senior QA Manager, direct-marketing company:
“Using the widgets is so easy that it costs a laugh to build a complete document from scratch.”

Vicky H., Claims Processor, specialized insurance firm:
“When I work through a claim it is rarely straightforward because each customer has its own way of submitting documents and files through various channels. There are however similar patterns that you recognize over time. Therefore it is so great that I can add tasks to the process whenever I need to without asking an admin, which saves a lot of time both for me and the customer. Better still, when a certain pattern reoccurs I’m presented with previous changes I made and don’t have to do it all over again. Sometimes it just seems too good to be true!”

Mary P., Director of Marketing, international insurance firm:
“Our customer reps now feel empowered to engage in interactive communications with customers that deliver tangible outcomes. The adaptive approach has energized each one of them.”

Learn more about the benefits customers gained from ISIS Papyrus Solutions and the value of customer outcomes.

The Elements of Empowerment

In benefits on June 15, 2011 at 8:54 am

The need for the empowerment of business users becomes ever more apparent in modern workplaces and numerous studies prove that it is indispensable when it comes to the effective and efficient support of high-value processes and decision making. Yet the very concept of empowerment itself is repeatedly questioned because there are unclear notions of its meaning and its scope.

However, a good understanding of empowerment and how to use IT to enable knowledge work and innovation is crucial for an organization’s competitive edge. Only businesses that manage to use technology as an innovation enabler are shooting past those that control IT and/or processes by using governance, centers of excellence and best practices. Therefore empowerment for business users centers around the following:

  • Authority
  • Goals
  • Means

What does it mean in detail? Authority for the business user must be within precise boundaries of a business architecture, business rules and security requirements. But there must be a degree of freedom for the social business process network of a business to produce outcomes within clearly defined and transparent goals. Achieving these goals and providing the necessary transparency again requires adequate means in terms of management guidance and technology to turn knowledge into perceived value for the customer. As this includes monitoring and auditing it reaches beyond basic collaboration, email or social enterprise tools. This kind of empowerment that produces results for the business rather needs tools to provide for continuous process improvement by easily adapting to changing business needs instead of flowcharted process models with substantial governance overhead.

Study Confirms: Knowledge Workers Need More Adequate Support

In general, markets on March 16, 2011 at 8:55 am

Real-world business experience as well as research-backed evidence show that traditional IT concepts fail when it comes to improve the performance of knowledge workers. Yet it is this segment of high-value decision makers growing both in numbers and importance throughout mature market economies. One thing that’s puzzling is why organizations don’t invest in the proper infrastructure to provide them with appropriate software and tools while they seem to be perfectly clear about the importance of such an investment and the impact on strategic business objectives. This, at least, is one of the conclusions from a study conducted by Forrester Research on behalf of ISIS Papyrus among 150 process professionals.

Other findings from this study show the following issues prevailing in many organizations:

  • Substantial lack of coordination of data, content, workflow and rules between information systems
  • Rapidly changing business processes
  • Annual costs of process change are twice the cost of initial installation
  • Internal obstacles slow down process changes
  • IT support remains crucial for process changes
  • Overwhelming majority wants knowledge worker empowerment to create new processes

All these problems that cannot be solved by mere process automation and increased governance is a clear call to action for executives because there is a disconnect of process management and business objectives. To keep their companies competitive they have to understand what IT can do to support innovation and creativity and why flowcharted process maps will ultimately fail to do so.

An adaptive approach that defines outcomes rather then predefined process steps is a major step in this direction. It relies on top-down transparency as to business objectives and management targets and bottom-up transparency as to individual goals of the process owners as well as on a balance of value proposition and perceived value for the customer. A technology that enables such empowerment of knowledge workers must provide the necessary authority, means, and relevant information for effective execution. Flowcharts and half-hearted approaches that try to loosen the harness of rigidity just a little bit and leave no room for individual decision-making are definitely not enabling any creativity. On the contrary, it’s at the leverage points of processes where individual skills and experience determine a positive customer outcome and subsequently a business’ success and growth.

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