The answer is a simply no. I’m finding that enterprise architectures are not well-grounded in this emerging area. Many enterprise architects, and particularly those who focus on business architecture, think that dynamic case management (DCM) is a newfangled marketing term to describe an old, worn-out idea — a glorified electronic file folder with workflow. Yes, enterprise architects can be a cynical bunch. But DCM goes far beyond a simplistic technology marketing term — it’s a new way of thinking about how complex work gets done, and often enterprise architects are so consumed with technology planning that they may not see new patterns of work emerging in the business that require new ways of thinking.
“Dynamic” describes the reality of how organizations serve customers and build products in a world that is changing constantly. If you doubt that assertion, think about volcanoes disrupting airlines, oil rigs exploding, product recalls, executives being investigated for fraud, new healthcare legislation, or more common events such as mergers and acquisitions. Most knowledge work requires unique processing, and processes need to adapt to situations — not the other way around. For enterprises, DCM provides a transformational opportunity to take the drudgery out of work and enable high-value, ad hoc knowledge work — much as enterprise resource planning (ERP) did for transactional processes. And, in fact, our research points to a growing use of DCM to add agility to systems of record including packaged apps and legacy transaction systems.
I’ve just finished up several months of research digging into the best practices of how leading organizations aspire to implement outside-in, customer-focused, cross-functional processes that transform the organization and set it on the path toward continuous improvement. I found that these companies are moving from isolated business process management (BPM) and/or front-office customer relationship management (CRM) projects toward broader transformation initiatives across the organization. At the core of this trend is a desire by these organizations, especially in services industries, to domesticate their “untamed” or “invisible” processes that touch customers.
My report on the best practices for process-centric CRM will be published soon. A key finding is the growing convergence of data-centric CRM, BPM, and dynamic case management (DCM) solutions. The right mix of these solutions, of course, depends on the use cases you are designing for. For example: