Posted by Craig Le Clair on May 16, 2012
I must be direct. I never got the hype about social business process management (BPM). Sure, it's great to collaborate better when creating process models. No group could use more help communicating then the process geeks that do this work. And I used to be one. And leveraging social data — voice of the customer — as input into transforming processes. Well, isn't this the whole point of "outside-in" process transformation? So who can argue with that. But here is my twist on this which I am researching now —which means I really don't know anything yet. I think the killer combination is enterprise social platforms and dynamic case management. The former is a much discussed area today, and why not? (Our guy Rob Koplowitz BTW has written some geat stuff in this area.) Enterprise social serves goals like innovation, collaboration, and workforce productivity that few can argue with. Yet real productivity has to connect to core business processes and enterprise social has yet to do that. At the same time, growing interest in dynamic case management, to reform and transform processes, continues, with a growing interest in providing stronger human connection at scale — and this is where the two can help each other. We are seeing a pendulum shift toward people needing a more "localized" and human experience to increase overall happiness (one happiness index for US residents peaked in 1956). Bottom line: we believe companies will be evaluated — brand-wise — on a fourth dimension — a human and "feel-good" dimension — not just on price, intimacy, and service. I want to examine the link between these two growing areas and take a deep look at the trajectory of these emerging areas and review the enterprise social plans of primary case management providers, but more importantly find some companies actually exploiting both.
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