ISIS Papyrus Software

Posts Tagged ‘ACM’

ISIS Papyrus Joins ACM Workshop at EDOC 2014

In event on August 6, 2014 at 12:00 am

The Adaptive Case Management (ACM) Workshop will be held during EDOC 2014 on September 1st, 2014, in Ulm, Germany. Organized by Dr. Ilia Bider of Stockholm University and Keith Swenson of Fujitsu, the workshop brings together researchers and practitioners to discuss theoretical and practical problems and solutions in the area of ACM and other non-workflow approaches to BPM. On the part of ISIS Papyrus Thanh Tran Thi Kim, Christoph Ruhsam, Max J. Pucher, Maximilian Kobler and Jan Mendling will present the position paper “Towards a pattern recognition approach for transferring knowledge in ACM”.

The need for adaptive capabilities for the modern user-interactive enterprise has been repeatedly confirmed by research into how companies organize themselves and by the limitations and shortcomings observed in conventional approaches and tools to manage the business ecosystem. They can be summarized as follows: Business Process Management (BPM) is focused on repetitive processes with strict workflows. The necessary abstractions, however, make it impossible to handle more complex tasks. Pure case management, on the other hand, offers much higher flexibility but fails to give guidance to business users and makes it difficult to enforce compliance with policies and regulations. The inherent simplification of case management solutions will furthermore lead to inaccuracies in the underlying model.

In contrast, Adaptive Case Management provides both flexibility and guidance. It focuses on case information, not on the process. A case gathers all the necessary information required to handle it: These are performers (users/roles participating in the case), data/content, rules and of course processes and tasks. Adaptive Case Management is designed to empower knowledge workers by giving them the power to make autonomous decisions within the constraints of the overall business strategy. The management defines achievable business and process goals and communicates them transparently while business users themselves add tasks to achieve these goals. This leads to a “design-by-doing” approach enabling users to create, modify, and analyze processes on the fly. Adaptive processes, despite lacking a predictable and repeatable progression, nevertheless go from a less ordered to a more ordered state through user action. Decisions taken by business users are furthermore shared by storing them in templates and making them available to other actors within the company as suggested actions.

Adaptive Case Management is well suited for arbitrary document content, collaborative decision-making and a high level of customer interaction. It can be used in every service-oriented and customer-focused operation of a company dealing with complex, event-driven activities from customer claims management and contract management to new accounts, purchase-to-pay, fraud investigations,  and many other applications across a broad range of domains.

June 26th – Webinar on Delivering Effective Customer Experiences

In event on June 19, 2012 at 6:31 am

On June 26th, 2012 ISIS Papyrus proudly presents a free webinar on how to achieve tangible business outcomes by creating effective customer experiences. Under the title ‘Standing Out From The Crowd – Engaging The Business To Deliver Compelling Customer Experiences’ two top experts will discuss the application of Adaptive Case Management (ACM), which promises to be an an outstanding experience in itself.

Max J. Pucher, CTO of ISIS Papyrus and co-author of what can be called the ‘Bible of ACM’, will be joined by internationally renowned BPM expert Derek Miers from Forrester to discuss a range of interesting topics that show how business users can create mission critical processes that link people, information, and applications across geographically distributed, organizational functions and how empowered process owners can fulfill strategic business goals.

The key lies in a Business Architecture (BA), whose main goal – as a subset of Enterprise Architecture – it is to enable the business to improve customer service quality through better transparency, flexibility and adaptability of business operations. Papyrus Adaptive Case Management delivers the necessary flexibility and adaptability. It allows organizations to model their core capabilities, to define goals, targets and strategic objectives and gives management the tools to measure and assess outcomes in real time.

Efficiency in High-Level Expert Performance

In benefits on December 15, 2011 at 5:42 am

As high-level and high-value interactive work becomes more and more prevalent in customer-facing and service-oriented organizations so does the question of how IT can improve the efficiency of such work. It is clear that most related activity is closely tied to human perception, knowledge, and interaction and therefore a solution must be centered around human issues rather than abstract concepts such as process models or workflow charts.

A key to it lies in determining how experts perform in real-world situations with an urgent need for decision-making under severe limitations like tight time frames for resolution. It has been ascertained that the recognition of certain patterns based on prior knowledge plays a major part in such tasks and way sidelines strategies like planning ahead. This is yet another indicator that IT has to support businesses and users in different ways than the commonly prevailing command-and-control logic.

This is exactly why the technology concept and the vision behind the Papyrus Adaptive Case Management Platform focus on the human aspects of IT. Instead of forcing users into predefined process flows Papyrus ACM gives them full transparency to see why they need to do certain things to meet specific targets and provides them with the flexibility to adapt their processes during execution according to their expertise. The ability to make instant decisions based on real-time access to data and communications is a prerequisite for both efficient and effective interaction and collaboration. Businesses in turn profit from this sort of empowerment because they save on bureaucratic control overhead and gain on customer outcomes as ultimate benchmark for business value.

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.

ISIS Papyrus at Gartner Symposium/ITxpo 2011

In event on October 4, 2011 at 12:24 am

ISIS Papyrus features prominently among the exhibitors of the 2011 Gartner Symposium/ITxpo which is held in Orlando, FL, from October 16-20. The event has a rich agenda which makes attendance worthwhile for CIOs and senior IT leaders.

There is a wide variety of topics covered with programs and tracks specifically designed to gain insights in industry -specific solutions as well as strategic approaches defined by IT role.

ISIS Papyrus will showcase its Papyrus Platform for Adaptive Case Management (ACM) which combines inbound and outbound content with analytics, event processing and the relevant contextual business processes in a shared case folder with different views based on case status and user. Event attendees will be able to learn how they can use the solutions from ISIS Papyrus to share some of the following benefits with over 2,000 major organizations worldwide:

  • Holistic customer view for end-to-end case management
  • Shorter development-cycles by out-of-box seamless integration, WYSIWYG and content management
  • Reduced time-to-market by empowering business and marketing users to control their processes, content and templates
  • Simplified compliance by process-embedded regulation and audit control
  • Increased customer retention and loyalty through a unified customer view for inbound and outbound communications
  • Empowerment and management of collaborative work and efficient workflows
  • Enabling of flexible, accountable and holistic knowledge-based activity
  • Process adaptation to make effective customer outcomes
  • Expanded access to the knowledge worker’s expertise and experience.

See the following video for a presentation of the powerful capabilities and some notable customer installations by ISIS Papyrus CEO Annemarie Pucher:

Sequel to Groundbreaking ACM Book

In general on September 28, 2011 at 8:17 am

When almost a year ago “Mastering the Unpredictable” came out it was the first comprehensive work dealing with the foundations of Adaptive Case Management. To this day it is unrivaled and still the most authoritative source on the topic.

Now there is a sequel to this book presenting real-world applications of adaptive approaches to business process management, called “Taming the Unpredictable”. ISIS Papyrus Founder and Chief Architect Max J. Pucher features again as co-author and has contributed his insightful “Considerations for Implementing Adaptive Case Management”. In this highly informative article Mr. Pucher discusses the scientific findings that show the obsolescence of flowcharted business process models. At the same time he reveals how businesses can use technology to drive innovation and create effective customer outcomes.

Mr. Pucher emphasizes again his firm commitment for placing human aspects over simplified cost optimization in process management and strongly advocates empowerment and intrinsic motivation for the improvement of cost/quality ratios. These principles are also reflected in his practical achievements as Chief Architect and mastermind behind the innovative Papyrus Platform.  He designed the core technology with a business architecture repository, distributed object-oriented transaction engine, and embedded object-relational database. He holds several software patents in the area of artificial intelligence for the so-called user-trained agent, a machine learning component for auto-discovery of process knowledge.

From Production Work to Knowledge Work

In general, product on September 9, 2011 at 2:28 am

As repeatable production work is more and more on the decrease in advanced economies there is an increased focus on the needs of business users who perform emergent or unstructured knowledge work. This requires technological empowerment rather than a new management methodology. While the business strategy is a top-down definition targeting cost, process innovation that targets quality is most likely more effective bottom-up.

Technology has to support both targets. Most process management  solutions need a substantial amount of software implementation for data interfaces, user front-ends, rule engine integration, and back-end orchestration. But they don’t do much for the business user at all. In difference to conventional IT wisdom, the use of – out of principle well defined and thus rigid – process methodology to make better use of technology becomes a hindrance for innovation. Modularization and standardization create fragmentation and additional complexity of integration. The new concept of moving the process knowledge gathering in the life cycle from the template analysis phase into process execution is referred to as Adaptive Case Management or ACM. The ACM system collects ‘actionable knowledge’ based on process patterns created by business users. Actionable knowledge is not just data, information or descriptive text but knowing which action will lead from the current situation A to a desired situation B. As a first step the solution has to make the user aware of the current situation and what the desired outcome for the customer is. Transparency is also needed up the hierarchy to report process outcomes. Bidirectional transparency includes partners and customers into the virtual process organization for managed collaboration.

Regardless of how processes are implemented and ultimately executed, the team owning the process must be in charge of additions, improvements, and corrections. Business users are enabled by the technology to implement many small low-cost improvements that follow the business architecture and can be verified for benefits within days. Technology is not just relevant in terms of functional capability but more in terms of manageability and adaptability. We must not underestimate the relevance of content. Inbound and Outbound business content must be maintained by business users and transparently integrated into the ACM platform. Transparency mandates embedded security on the object and function level. Each access and function of any item has to be authorized. All objects, data and content have to be controlled. All actors have to be authenticated (ideally biometric) and authorized in role/policy models. All changes to templates and definitions must be audited. Adaptive Process combined with an empowerment management paradigm turns more production workers into knowledge workers. In reality it is quite difficult to use BPM for top-down analysis and simulation of business processes and linking key performance indicators to achieve a continuous improvement cycle. ‘Measure to Manage’ optimization is counterproductive to improvement and innovation. Only empowered actors can use their intuition and experience for sensible action. The dynamics of the economy require a self-organizing structure that is resilient to fast changes through its ability to adapt.

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.

Adaptive Paradigm Unleashed at ISIS Open House 2011

In event on March 8, 2011 at 9:24 am

ISIS Papyrus is pleased to announce this year’s open house and user conferences to start at the ISIS headquarters in Vienna, Austria, from May 1-3, and Southlake, Texas, from May 15-17, respectively.

Registration for these exciting events is now open. Other venues include Kingsclere in the UK and Ivrea in Italy. We will present all the details as they evolve.

In 2010, process management has been amended with the aspects and needs of social networks extended with mobile access. That alone is a departure from the usual control-mindset of BPM. But social and mobile communication improvements alone do not improve governance. Beyond the market hype there is acceptance that content, process and customer relationship management are not only related but must be consolidated to provide a completely customer-focused solution.

ISIS Papyrus sees the empowerment of knowledge workers crucial for most functional content or process needs. Therefore there is an embedded approach to long-term governing processes.

The ADAPTIVE paradigm is about a globally encompassing process technology approach linked to business architecture and strategy. That architectural structure enables the focus on individual goals and outcomes as an embedded functionality of the empowerment technology, while being guided by the business strategy. The ADAPTIVE paradigm needs technology empowerment similar to SOCIAL and MOBILE, but in contrast provides top-down and bottom-up transparency.

Pragmatics of Business Management

In general on January 19, 2011 at 11:20 am

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:

  1. Are we doing the right things?
  2. 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.