Steve Spear not only lectures at MIT and leads workshops on continuous process improvement throughout the US and Europe, but he has also authored a book on the topic called The High-Velocity Edge. Most interesting is how close Steve gets to his subject; he’s not content to observe from afar. For example, he embedded himself into a Toyota team to develop a tier one supplier and has since then worked with Toyota on supplier leadership development. He worked with a hospital’s clinical staff to eliminate terrible complications like infections and patient falls while increasing capacity and reducing cost; he also helped develop and deploy the Alcoa Business System at Alcoa. Steve’s clients range from healthcare providers to manufacturers to food service companies to high-tech companies — making him conversant in businesses producing everything from potato chips to microchips. As a result, he not only speaks as an academic authority, but can also claim insight into how work gets done in the real world.
Have you ever thought seriously about the future of business processes? If not, it’s time to. With trends coming at us fast and furious — business transformation, the age of the customer, mobility, cloud, social, process outsourcing — processes of the future will look very different from how we work today.
Forrester is in the process (pardon the pun) of looking at business processes in 2020. We’ve interviewed 10 major thought leaders at large global organizations and a number of systems integrators and vendors in the BPM space. Wow, have we learned a lot from these deep thinkers! Many of the trends they identified are already being actively worked on in their companies — so these are not just pipe dreams — and include:
A major strategic alignment between business process transformation and customer experience
Very little concern about technology issues — because they believe the technology will work well (and this is not what keeps them up at night even now)
A major focus on standardizing processes across the globe so that work can easily flow to the lowest-cost labor at any given moment
The belief that processes will run in the cloud (private or public) and that businesses will consume processes-as-a-platform
A strong conviction that IT will largely vanish into the business
The need for access to global talent pools driving some of the need for business process transformation
The expectation that being dynamic and turning on a dime will be critically important