My colleague, Principal Analyst Derek Miers, wrote something so significant in an email today that it gave me pause:
“It’s all about helping the executive understand the causal relationship between customer (success), process (how it gets done), and business results (revenue growth, profit, and sustainability of the business model). They are all tied up together.”
I could even see the picture in my mind:
Yet all too often CIOs and other business process leaders focus on getting the business process right and explaining business process methodologies to others. They use many comfortable and familiar terms, like:
Business process management
Business process transformation
Six Sigma/Lean Six Sigma
Or even: swim lanes, BPMN, process models, roundtripping, and so forth.
I’ve been working on a big idea for several months. The genesis of that idea was an internal collaboration about the future of enterprise suites versus business process management suites (BPMS). We actually had a mock debate about the future of these two software categories and asked:
Will enterprise suites, like CRM and ERP, dominate in 2015?
Or will BPM suites come on strong by 2015 and displace them as the next-generation software platform for processes?
Or will both types of suites sit somewhat uncomfortably within the same organization tackling different types of processes?