Over the last 12 years, I've seen – and helped drive – a lot of change in the BPM market. First, I watched BPM move from a heavy focus on integration to a greater focus on collaboration and social interaction. And then, BPM expanded from highly structured and ‘automate-able’ processes to address unstructured, more dynamic business processes. It is safe to say that over the last decade, demand for BPM was driven by key characteristics of the "Information Age" - a relentless drive towards improving the flow and sharing of information across people and systems.
Now, the most compelling business cases powering fresh demand for BPM focus on characteristics of the new age we are moving into - what Forrester calls the "Age Of The Customer." If you look closely at most of today’s BPM initiatives, they tend to hide behind an imaginary firewall that separates what external customers experience and what internal business operations feel they need to be efficient. In this new age, business leaders are waking up to the realization that they can no longer divorce process improvement from the people and systems that touch customers, partners, and customer-facing employees.
Lately, I have become a bit obsessed with evaluating the linkage between good process design and good experience design. This obsession was initially sparked by primary research I led earlier this year around reinventing andredesigning business processes for mobile. The mobile imperative is driving a laser focus for companies to create exceptional user experiences for their customers, employees, and partners. But this laser focus on exceptional design is not only reshaping the application development world. This drive for exceptional user experience is also radically changing the way companies approach business process design.
Over the past six months, I have run across more and more BPM teams where user experience is playing a much larger role in driving business process change. Some of these teams highlighted that they see experience design playing a greater role in driving process change than the actual process modeling and analysis aspects of process improvement.
It’s hard to find a firm that says: 1) We don’t care about customers, and 2) we don’t care about being good corporate citizens. That said, it’s astounding to see companies on a daily basis act in ways that show complete disregard for customers and their general well-being. For anyone within companies who cares about brand, this ought to sound alarm bells, particularly as customers become more empowered with global platforms to let others know about their dissatisfaction and as they have increasing ability to take their business elsewhere.
Two relatively new executives within companies are spending their days trying to get company actions aligned with marketing messages: the chief customer officer (or more often a VP of customer experience) and the chief sustainability officer (or more often a VP of sustainability). There is a great opportunity for these two executives to form an alliance that could strengthen both. Why?