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Its not what you do its how you do what you
doRethinking Business Operations

• Jon Pyke, CSO

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The Four Key Game Changing Trends

• ConsumerizationThe practical delivery of
  (consumer/business) business processes as
  services on a major scale, exploiting the
  Internet as the delivery channel.
• CommoditizationHigh volume consumer business
  processes/services delivered over the Internet
  with commodity economics.
• VirtualizationNew freedoms to create, source,
  assemble business processes flexibly, at lower
  cost/higher speed of change, upping business
  agility the opportunity for process management
  on-demand
• GlobalizationCompetitive access to the white
  collar talent pools of the world made relatively
  simple for the first time in history.

Source Dr Richard Sykes
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Name this Country.

• Richest in the world
• Largest military
• Center for world business trade
• Strongest education system
• World center for innovation and invention
• Currency the world standard of value
• Highest standard of living

4
With the opening up of China, India and the
former Soviet Union
three billion new capitalists have entered the
workforce
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How do you compete in a global economy?
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The Process Challenge

• Scarcity of a resource makes it strategic
• Gain and edge by doing something better
• BPM helps you do that
• Good processes are scarce
• Management of them even scarcer

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Its Not What You Do

• Efficiency stems from predictability
• Todays business environment is not predictable
• Rigid adherence to process is
• Good Ensures compliance adherence
• Bad Doesnt enable agility
• End up like the UK in 2000 instead of 1900
• Cant afford to be complacent

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Its How You Do It - The Problem You Face

• Duplication of activities and processes
• Everything locked away in old environments
• Even those of you using BPM
• Difficult to reuse or share anything
• Continue to execute non-core processes
• Difficult to outsource

Harvard Business Review, Publication Date June
1, 2008 Author(s) Merrifield et al Type Harvard
Business Review Article
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Your Choice
Do I want to build to keep?
OR Do I want to build to change?
OR Do I want to be truly innovative?
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Where We Are Today

• Re-engineering for 20 years
• Benefits significant for many organizations
• Cost Savings
• Cycle time reduction
• Etc.
• But where next?

How do we change the way we do what we do?
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Time To Rethink Your Operations

• Easier to be plug and play than to re-engineer
• Not big bang small lightweight projects
• Understand the people needs
• Managers also manage processes
• To do it you dont need to rip everything out
• An operations platform unlocks your potential

Harvard Business Review, Publication Date June
1, 2008 Author(s) Merrifield et al Type Harvard
Business Review Article
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Accelerate Time to Value.
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The Business Operations Platform
Business Operations Platform
Business Services
MDM
Rules
Case Mgmt
GUI Mashups
SOA Grid
Composite Apps
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OK So What?
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How Do We Change the Way We Do What We Do?

• Process not the end of the road
• Business Activities/Services that make up the
  process
• Business Services next step in productivity gains
• Eliminate complex processes
• Concentrate on the Skinny
• Drive Maximum pay-back from existing IT Estate
• Process Enabled Business Services is key

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How Do You Do That?
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The Business Operations Platform Imperative

• The Business Operations Platform enables
• Build process from reusable Business Services
• Share discrete services and processes internally
• Buy or sell services
• Use dynamically built processes as needed
• On Demand

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Adding USB Process Connectors
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Same Step Change Service Partner
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Benefits of Dynamic Supply Chain Management
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Only Then will You Be Able to Compete

• Flex business operations at the time you need to
• Drive maximum value from what you have
• Reduce redundancy
• Drive down costs
• Be more responsive
• KNOW WHAT YOUR CUSTOMER NEEDS BEFORE THEY DO

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You will Know When You are There

• Proactive not Reactive
• Single Seamless Environment
• Linking and sharing of systems and resources
• Skinny Processes
• Dynamic Exception Management
• KPIs and Dashboards providing status of the Chain