ISIS Papyrus Software

Posts Tagged ‘adaptive capabilities’

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.

Focus on Customer Outcomes for Long-term Profitability

In markets on January 17, 2012 at 2:42 am

Firms competing in mature markets usually apply two broad strategies to secure growth and profitability. The first strategy centers around aggressive pricing. This strategy is particularly tempting in downturns or to force competitors out of the market. But overall, it is a shortsighted strategy and hurts long-term profitability despite apparent initial success in terms of growth. The cut in margins is usually the start of a downward spiral followed soon by some cost cutting in its various forms, which is the ultimate goal of most Business Process Management (BPM) projects and the only justification for oversimplifying customer-facing processes with flowcharts. The result is poorer service and product quality, the outsourcing or even complete elimination of services with all its dire consequences but without bringing back margins to sound levels.

The other strategy is about focusing on customer outcomes. This requires a shift from the notion of products and services as a commodity to that of shaping the perception of the customer in terms of value received. In this setting the customer judges about the successful outcome of a business process instead of a bureaucratic system. In most cases this is a substantial differentiator from the competition. However easy it sounds this shift is not something that can be achieved overnight and it is certainly no one-off procedure.

Starting with the focus on customer outcomes requires goal-orientation, transparency and empowerment in process planning and execution. It considers knowledge and an organization’s adaptive capabilities to put it into action for accommodating different customer preferences. Giving participants the means to create a value perception interactively instead of mere exception handling along a sequence of predefined steps builds the cornerstones of long-term customer relationships which result in increased loyalty and revenue.