ISIS Papyrus Software

From Standardization to Value Perception

In general on October 19, 2011 at 7:24 am

Standardization and uniformity have long been hailed as hallmark in business operations and process management. But all standardization and uniformity gets to a point where every organization is doing basically the same and none has a competitive edge. Moreover, standardization is the counterpoint to innovation and agility and creates a risk-averse bureaucratic machinery where every disturbance of the routine is sought to be evaded at all cost. Decision-making and planning are by and large delegated to an anonymous system fed with all kinds of data of limited validity and doubtful relevance. The output doesn’t matter much if it doesn’t interfere with the dullness of general affairs. This situation is known as innovation gridlock, where an exceedingly complex system finds its justification in cumbersome maintenance and binding resources that are painfully missing elsewhere

However, good business decisions are always taken by experienced people who use intuition to combine relevant data in business context. These are the Leverage Points where people skill has a relevant effect on a customer outcome. What is therefore necessary is to identify technology that is apt for new requirements apart from standardization and uniformity, lends itself to the increasing speed of change and considers the fact that people and organizations working through human interactions and emergent processes cannot be modeled to factory floor concepts where lots of unskilled or semi-skilled workers are expected to do the same repetitive tasks over and over again.

With the help of a Business Architecture including strategy, capabilities, relationships, business entities, and processes such technology should enable the business to improve customer service quality through transparency, flexibility and adaptability of business operations. This in turn requires that the interaction is driven by users and not by some predefined process. The process must only provide guidance, collaborative information sharing and free-flow execution between many possible service and resolution tasks. This cannot be performed even by the most dynamic and ad-hoc BPM solutions but only by an adaptive process environment that empowers the actor to take any action and includes any resource (man or machine) to resolve a given problem in terms of providing value perceived by the customer.

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