Many business people still struggle to see the role of business processes in building better performance (i.e., business results). So I thought I would share this little hook that I developed within one of my consulting engagements. It is based around preparing bread: Mixing the components of the bread — the flour, yeast, and water — and then baking it all together for an effective result.
In your business, it is the dough rising that equates to achieving its performance objectives — however those performance objectives are defined.
Whether they’re aware of it or not, in most businesses the different ingredients are not well aligned or working together as well as they could be. Mixing the metaphors for a moment, the roles and actors are not rowing together in a coordinated fashion. Business process management (BPM) brings together a range of techniques and approaches — the BPM tool box. The components of this tool box help change agents in the business (the bakers) create their own special sort of dough. At the heart of that is an ongoing inquiry into business processes — if you like, the water that binds the flour (your people) with the yeast (the technology).
There may be other ingredients involved that add their own subtle contribution to flavor and texture. But cooking is not only about mixing the right quantity of ingredients; it is also how you mix them and how long you bake the mixture. You might think it is just a question of getting the right measure of ingredients. But first, it is necessary to decide on the sort of bread you want to make, how it is going to be delivered, and to whom. Alongside the choice of people (flour), the most critical element is the water (processes) — the ingredient that binds it all together.
In a recent report, my colleague Robert Brosnan correctly spotlights that marketers require ever more technology to capture, integrate, analyze, and apply customer data to marketing programs. Indeed, the technology portfolio that marketing leaders must understand and manage is exploding. Marketers typically have a portfolio of technology assets to support marketing planning, marketing asset management, campaign management, segmentation, and predicative modeling. And most marketers work with online marketing tools for email, mobile, social, and web analytics.
Rob recommends that marketers establish an enterprisewide marketing technology office (MTO) to ease and take advantage of technology development. The office, working through a chief marketing technology strategist, sets marketing technology strategy, makes the business case for embedding new technology within marketing programs, and manages technology-related partnerships. The marketing technology strategy should summarize the road map for how you plan to employ the technologies necessary to understand and engage more deeply with your target customers.
Forrester defines the marketing technology road map as:
A plan that matches short-term and long-term marketing goals with specific technology solutions to help meet those goals.
So how do you formulate the marketing technology strategy and road map?
Consumers across Asia Pacific are using multiple touchpoints to obtain and share information and purchase products and services. Organizations — both public and private — are struggling to support and enhance these new customer experiences across rapidly evolving channels like application marketplaces and mobile devices that are increasingly contributing to revenue growth.
Customer relationships will continue to change faster than CRM tools. Organizations are unable to cater to non-traditional touchpoints using their legacy systems. They are beginning to understand how these new touchpoints are impacting engagement at every phase of the customer lifecycle and across multiple channels and touchpoints. Organizations that truly value customers will invest in social tools (and platforms) in 2012 to better manage relationships.
Organizations will increasingly be forced to evolve from "transactional" customer interaction methods to customer "engagement." Organizations across multiple industries like FMCG (fast-moving consumer goods), retail, professional services, and media & entertainment in Asia Pacific are already thinking about the customer lifecycle beyond legacy CRM tools — which were typically designed to support organizational processes, not customer ones. Over 2012, we expect organizations across Asia Pacific to expand their use of social technologies, mobility solutions, and analytics to improve engagement.