Forrester Wave™: BPM Suites Grow Up And Move Beyond The Culture Wars

Clay Richardson

As some of you know, I’m a bit of a political junkie. I believe I picked up the political bug from years of riding shotgun with my dad as he listened to Rush Limbaugh blaring on the car radio. As a kid, I loved listening to Rush and trying to understand where he was coming from, trying to understand his perspective, trying to understand his ideology. The term “culture wars” in U.S. politics is used to define a clash between two different political ideologies – conservatism and liberalism.

Over the past few years, I’ve also started using the term “culture wars” to describe the clash and fragmentation we’ve seen in the BPM market. In the BPM space, the clash has primarily been around dynamic case management (DCM), human-centric workflow, and straight-through processing ideologies.

I’m the first to admit that fragmentation and categorization is not always a bad thing, since it can help software buyers and decision-makers better understand which solutions best match their business requirements and desired business outcomes. However, the fragmentation in BPM sometimes overlooks the primary purpose and value proposition of BPM – to help support creating a sustainable business change program.

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The Outcome Focus Of World Class EA Programs

Alex Cullen

I recently had a conversation with a new EA practice leaders in the investment management business unit of a large multi-line insurance company.  They wanted to hear my perspectives on what a world-class EA program should look like.  They knew of all the traditional EA building blocks: standards and roadmaps, architecture domains, methodologies like TOGAF.  They had a long list of things to do, but were uncertain about which to tackle first, and had a nagging feeling that these had little to do with world-class EA programs.  We touched on EA maturity models, but quickly concluded that there isn’t an obvious and compelling business value proposition to simply ‘being mature’. 

The conversation shifted to outcomes – what are the outcomes of a world-class EA program?  IT cost reduction could be an outcome, and has been the raison d’etre of EA for years.  IT solution design quality could be an outcome, and has been the justification for architects for longer than EA has been around.  But these are all IT-centric outcomes.

We all know the world is changing.  Digital capabilities are radically impacting our customers, the competitive landscape, the regulatory context, and the operating models of businesses.  Kyle McNabb summarizes this very well in his blog post.  The mantra today is business agility in the face of all these radical changes.  Because of this, being IT-centric is no longer the hallmark of a world class EA program. 

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Chief Data Officers Are A Good Idea -- But How Is That Going To Work?

Gene Leganza

It seems to be popular these days amongst industry pundits to recommend that organizations add a new Cxx role: the Chief Data Officer (CDO). The arguments in favor of this move are exactly what you'd think: the rapidly accelerating importance of information in the enterprise, and, as important, the heightened perception of the importance of information by business executives. The attention on information comes from all the rich new data that simply didn't exist before: sensor data from the Internet Of Things, social media, process data -- really just the enormous volume of data resulting from the digitization of everything. Add to all that: new technology to handle big data in a reasonable time frame, user-friendly mobile computing in the form of tablets, data virtualization software and data warehouse appliances that significantly accelerate the process of getting at the information for analysis, and the promise of predictive analytics, and there's plenty of cause for an information management rennaisance out there. With a little luck, the activity it catalyzes will also improve enterprises' ability to manage the data and content that's not so new but also very important that we've been struggling with for the last decade or so. 

The only argument against creating this role that I've run across is that if CIOs and CTOs did their jobs right, we wouldn't need this new role. That's pretty feeble since we're not just talking about IT's history of relative ineffectiveness in managing information outside of application silos (and don't get me started about content management) -- we're adding to that a significant increase in the value of information and a significant increase in the amount of available information. And then there's the fact that the data could be in the cloud and not managed by IT, and there's also a changing picture regarding risk that suggests a new approach.

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Forrester's Top 15 Emerging Technologies To Watch: Now To 2018

Brian  Hopkins

The pace of technology-fueled business innovation is accelerating, and enterprise architects can take a leading role by helping their firms identify opportunities for shrewd investment. In our 2012 global state of EA online survey, we asked again what the most disruptive technologies would be; here’s what we found:

The results shouldn’t surprise anybody; however, if you are only looking at these, you are likely to get smacked in the face when you blink -- things are changing that fast. In the near future, new platforms built on today’s hot technologies will create more disruption. For example, by 2016 there will be 760 million tablets in use and almost one-third will be sold to business. Forrester currently has a rich body of research on mobility and other hot technologies, such as Forrester’s mobile eBusiness playbook and the CIO’s mobile engagement playbook. But by 2018, mobile will be the norm, so then what?

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Is there a need for a next gen EA Framework?

Henry Peyret

 

There are interesting debates all around the globe about whether there is the need for a next gen EA framework.  James Lapalme recently published an excellent article: Three Schools of Thought on Enterprise Architecture explaining the reasons of such debates.   

In this article James identifies three schools of thoughts for EA, each with their own scope and purpose:

  • "Enterprise IT architecting" which addresses enterprise-wide IT, and the alignment of IT with business.
  • "Enterprise integrating" which addresses the coherency of the enterprise as a system with IT is only one component of the enterprise.
  • "Enterprise Ecological Adaptation" which addresses the enterprise in its larger environment
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5-Years Journey Of TOGAF In China Is Just A Beginning For EA

Charlie Dai

As businesses get larger, and the need for effective alignment of the business with technology capabilities grows, enterprise architecture becomes an essential competency. But in China, many CIOs are struggling with setting up a high-performance enterprise architecture program to support their business strategies in a disruptive market landscape. This seems equally true for state-owned enterprises (SOEs) and multinational companies (MNCs).

To gain a better understanding of the problem, I had an interesting conversation with Le Yao, general secretary of Center for Informatization and Information Management (CIIM) and director of the CIO program at Peking University. Le Yao is one of the first pioneers introducing The Open Group Architecture Framework (TOGAF) into China to help address the above challenges. I believe that the five-year journey of TOGAF in China is just an early beginning for EA, and companies in the China market need relevant EA insights to help them support their business:

  • Taking an EA course is one thing; practicing EA is something else. Companies taking TOGAF courses in China seem to be aiming more at sales enablement than practicing EA internally. MNCs like IBM, Accenture, and HP are more likely to try to infuse the essence of the methodology into their PowerPoint slides for marketing and/or bidding purposes; IBM has also invited channel partners such as Neusoft, Digital China, CS&S, and Asiainfo to take the training.
  • TOGAF is too high-level to be relevant. End user trainees learning the enterprise architecture framework that Yao’s team introduced in China in 2007 found it to be too high-level and conceptual. Also, the trainers only went through what was written in the textbook without using industry-specific cases or practice-related information — making the training less relevant and difficult to apply.
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Input To The Questions In Forrester’s 2013 Information Strategy And Architecture Survey

Gene Leganza
In a month or so I’ll be launching a survey to research issues around information strategy, information architecture and information management in general. I thought it might be useful to do a bit of crowdsourcing to get the best ideas for what questions to ask and make sure I’m covering your top-of-mind issues. We ask you all fairly often to provide answers to survey questions – maybe you’d like to provide input into the questions this time out?
 
Surveys are interesting – one is tempted to ask about everything imaginable to get good research data. But long onerous surveys produce very low percentages of completes vs. starts -- it’s classic case of less is more. Twenty completes for a very comprehensive survey is nowhere near as valuable as a couple hundred completes of a more limited survey. For example, I really wanted to provide an exhaustive list of tasks related to information management or information architecture practices and then provide an equally exhaustive list of organizational roles to get data on who does what in the typical organization and what are the patterns regarding roles and grouping of responsibilities. But the resulting question would have been torture for a respondent to go through, so I edited it down to the 15-ish responsibilities and roles you’ll see below, and I’ll probably have to reduce the number of roles further to make the question viable. 
 
So, below are the questions I’m thinking of asking. Please use the comment area to suggest questions. I can’t promise to use them all but I can promise to consider them all and publish some of the more interesting results in this blog when they come in. 
 
Here’s what I’m asking so far:
 
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How Bad Are Firms In China At Data Management?

Charlie Dai

Data management is becoming critical as organizations seek to better understand and target their customers, drive out inefficiency, and satisfy government regulations. Despite this, the maturity of data management practices at companies in China is generally poor.

I had an enlightening conversation with my colleague, senior analyst Michele Goetz, who covers all aspects of data management. She told me that in North America and Europe, data management maturity varies widely from company to company; only about 5% have mature practices and a robust data management infrastructure. Most organizations are still struggling to be agile and lack measurement, even if they already have data management platforms in place. Very few of them align adequately with their specific business or information strategy and organizational structure.

If we look at data management maturity in China, I suspect the results are even worse: that fewer than 1% of the companies are mature in terms of integrated strategy, agile execution and continuous performance measurement. Specifically:

  • The practice of data management is still in the early stages. Data management is not only about simply deploying technology like data warehousing or related middleware, but also means putting in place the strategy and architectural practice, including contextual services and metadata pattern modeling, to align with business focus. The current focus of Chinese enterprises for data management is mostly around data warehousing, master data management, and basic support for both end-to-end business processes and composite applications for top management decision-making. It’s still far from leveraging the valuable data in business processes and business analytics.
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Design Thinking Blurs The Line Between Process And Experience Design

Clay Richardson

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 and redesigning 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.

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SAP’s Labs China – A Good Start On Addressing China-Specific Needs

Charlie Dai

Insufficient flexibility for business customization, poor ease of use, and long implementation have become major complaints about SAP’s core products by many SAP clients in China. Despite SAP’s wide adoption by large enterprises in China, including Nongfu Spring (the first one in APAC using HANA — in-memory computing platform — in production) and Sinopec (ranked No. 5 in Fortune 500 in 2012), these client issues are problems for SAP for its continued expansion into the China market. SAP uses its SAP Labs network across the globe to deliver local market-oriented solutions for different geographies. In my recent visit to SAP Labs China, one of the four hub labs that drive corporate product strategy and execution of global projects, I found that SAP is taking the right steps to integrate local requirements and deliver product capabilities that address the above issues:

  • Solutions customized for China regulations and business practices. SAP Labs China developed not only localized solutions for general purpose such as Golden Tax features, which is mandated by the Chinese government for its interfacing national taxing system, but also key solutions for local industries such as business real estate, international commerce, public finance, and healthcare.
  • More ease of use. To solve the ease-of-use problem, including the user interface look and feel and usage behavior of the product, SAP Labs China reinvented finance user experience and business processes for Chinese customers, and it also optimized the user interface for its human resource module.
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