With the dynamic development of business environments and the emergence of new technologies many organizations feel a pressure to align both or face a competitive disadvantage. Or do they? While many technologies are sold under the premise to save cost and provide smooth sailing through the rough waters of economic turmoil they touch only lightly on the first of two fundamental questions of business management:
- Are we doing the right things?
- Are we doing things right?
These two questions cannot be separated and don’t revolve around the installation of a particular software or system with more or less of this or another flavor. These are pragmatic questions that determine the make or fail of the business, while the choice of ACM over BPM or the other way round is rather abstract in comparison and remains so until a technology can thoroughly answer both of these questions.
Doing the right things right starts essentially with transparency from the top down. Executives first need to make their strategy, directors their targets and managers (process owners) their goals transparent to those who execute. Such a consolidated view allows to look at the things the business is doing to discuss if they are being done right.
Information about how things are going makes only sense in real time. There is little benefit from hindsight about what went wrong and why. Real-time information again only makes sense when people with the proper know-how are empowered to prevent things from going wrong by taking action. Empowering the right people to do the right things right addresses all fundamental questions of business management. However, empowerment is not about using Twitter, YouTube and iPhone apps but about authority, goals and means.
To know if the business is doing right things right for a certain outcome needs immediate feedback from the customer. Does that mean that the customer ought to be real-time connected to the customer-focused processes of your business? Yes, that is exactly what focused means.
At this point Adaptive Case Management from ISIS Papyrus comes into play. It is essentially empowerment technology that puts the customers and actors in the driver seat. No amount of social networking will improve flow-charted processes before, during, or after things went wrong. ACM allows the business to empower selectively and securely all the people that do things and those for whom things are being done. ACM is about communication and process as ONE! ACM leaves the automation of the low-value, highly repetitive administration tasks to BPM but it provides the platform for the high-value, unique and skill or knowledge intensive customer service processes. That is where customer loyalty and business value is being created and maintained. Moreover, ACM interconnects the management layers and enables continuous innovation and optimization without ANY bureaucratic governance overhead. Reorganizing a business could become an exercise that executives and directors can perform by rearranging tactical targets from the information workplace on their iPad.