Converging trend lines across Consumerization, Social, Mobile and Cloud computing present a wellspring of new opportunities for engaging customers and empowering knowledge workers. Yet while it is the truly the combined impact of these trends that is collectively so profound, it is hard to argue against the notion that Mobile stands out as the singularly most disruptive matter. The influx of mobile devices has already begun to change business processes and interaction patterns faster than many existing applications can keep pace. Mobile devices (both tablets and smartphones) are rapidly becoming the dominant form of personal computing, and for a growing segment of many markets, it is the primary (of not sole) interface to customers. Yet few enterprise are fully leveraging the truly transformative opportunity presented by having a 24/7 persistent connection to their customers. How will you keep pace and still innovate in the post-relational, post-PC, Internet of Everything digital marketplace? BPM offers a critical leverage point for enabling this transformation. This presentation explores how BPM has emerged as the most promising platform for enabling customers and knowledge workers to interact with your business via mobile apps. BPM is uniquely able to smooth the user experience and coordinate the process-level integration to existing systems that provide content and context. Some topics addressed in this presentation: • How the "richness" of the user experience that mobile apps offer will alter the behavior of the underlying processes, forcing the process to bring together content and manage context, often quite different than existing interaction patterns. • Why despite an “always connected” metaphor, engaging with customers over mobile devices will require mission critical apps to be re-architected to accommodate intermittent connections. The role of process governance with social collaboration and mobile communications in the context of FINRA and SEC compliance. • How to leverage the combined strength of mobile apps and the “transactional thread” of BPM to ensure that “state” is maintained in multi-step processes, from the cloud to the contact center to back-office operations.

1. The End of the Beginning,
NOT the Beginning of the End,
for Business Process Management.

2. BPM in the First Wave
(Where Most Still Are Today)
Phase One of BPM. . .
Cross-Application Integration
Managing Screen-Flows
Abstracting Business Logic
Enabling Business Control of Business Processes
Delivering a Transactional Thread Across
Systems

3. Driving Compliance and Scalability by
Automating Predefined Workflows
BPM Processes Are Deterministic,
Where All Possible Paths Are
Pre-Determined or Known in
Advance, No Matter How Complex
the Pathways May Be.
The Direction of the Process is
Determined by the Pre-Defined Path
and Current State; State is Determined
by the Preceding Activity.
BPM enables a transactional thread
from application-to-application,
activity-to-activity.

4. The 2nd Major Revolution in IT Architecture
The Relational Era
40 Years of Data-centric
Application Design
1970
Message-oriented middleware (MOM)
Extraction & Transformation
1995
2013
2020
Cloud Architecture
Predictive Analytics
Client/Server Architecture
Semantic Integration
Transaction Processing
Mobile, Social, Cloud
Data Synchronization
Process of Everything
The Big Data Era

5. BPM Evolves to Address New Realities
of Digital Business
Accommodating More Comprehensive, Dynamic Process Lifecycles
From Transactional Data (Control) to Data-Driven (Visibility)
“Data-Driven” = Shift to Information-Intensive, Adaptable
Processes Driven by Analytics, Context, and External Events
Shift to “Intelligent BPM” and “Smart Processes” . . .
Leveraging Rules / Policies, Goals and Intelligent Agents
More Agile Execution Models Allows for Adapting to Meet Goals,
Rather Than Sticking Strictly to Predefined Paths
Allows Separating Automation of Mundane Tasks for Efficiency,
While Keeping the Overriding Focus on Effectiveness

6. Structured Workflows vs.
Case Management Processes
Defined
Start Point
In Between the Process Follows a Predefined Path or Otherwise Fails
Defined
End Points
Case Management Adapts to the Context of the Case, Guiding the
Outcome Based on the Combination of Defined Goals, Rules/Policies,
Data, and Application of Knowledge Worker Know-How.

7. Handling Unpredictable, Data-Driven,
Customer-centric Processes
An Event Occurs
Which Launches a
New Process / Case
Business Rules, Policies
and Processes Are Run
Against Case Data
Ensuring continuity across multiple
channels, including mobile devices
with inconsistent connectivity
Prepare Document
“Intelligent Capture”
Information is Captured
and Added to the Case
Analytics Help
Define How the
Case is Processed
The Case is
Completed
When Criteria
is Met
Process Application
A Library of Process Fragments Can
Be Called on to Automate Mundane
Tasks or Regulated Processes

8. Why you want to act sooner not just faster.
Business
Value
Business-relevant Event Occurs
Value Available
Through Earlier
Notification
Event Data Captured
Analysis Delivered
Value Available
From Faster
Decisions
Action Taken
Time
Data
Latency
Analysis
Latency
Infrastructure
Latency
Decision
Latency
SOURCE: Adapted from Hackathorn, R. (2002); zur Muehlen, M (2010)

9. Why you want to act sooner not just faster.
Business
Value
Move to the point of
action to here. . .
…from here.
Time
Leverage BPM with mobility and analytics to shift the
point to which business events become actionable.

10. Meet Your Customers
for the Next 20 Years

11. Are you ready?
Meet Your Customers
for the Next 20 Years

12. What’s Next?

13. What’s Next?

14. How will you keep pace and still
innovate in the post-relational,
post-PC, Internet of Everything
digital marketplace?

15. Customer-centric, Dynamic Process Example:
Financial Advisor Meeting With a Client for Their Annual Review
4
1
A Financial Advisor (FA)
conducts client annual
review – determines
client needs additional
life insurance.
3 The FA hits the
“Mayday” button
and spawns a live
video chat with an
underwriter.
“Intelligent Capture”
Questions answered, the application is
completed and signed electronically
on the tablet. The client writes a
check to bind the application and the
FA uses the tablet to take a picture of
the check to bind the application.
2
FA brings up an
insurance
application on
tablet and fills
out with the
client.
6
5
The home office receives the
application electronically,
underwrites the policy and
electronically issues and
sends the policy to FA.
6
The FA can choose to print
the policy or send an
electronic copy securely
to the client.

16. BPM Going Forward:
The Next 12 Months and Beyond
Shift From Efficiency to Effectiveness
Success Metrics and Performance Objectives are Increasingly
Revenue-Focused not Cost-Driven
Focus on Response Time and Customer Experience
New Investments Must Anticipate Multiple/Legacy
BPMS installations
Transparency of Business Operations Increasingly Means
Gaining Visibility Beyond Core Business Systems
Delivering the Ability to Measure Performance &
Progress in Holistically, Across the Entire Process

17. Getting Started With BPM:
Picking the Right Targets
As a starting point, avoid processes that:
√ are already well-defined,
√ are overly complex, or
√ are politically-charged.
Look for opportunities and processes that are characterized as:
√ paper-intensive, involving tasks done on a frequent basis (daily),
√ lacking a rigid or controversial definition, and
√ having an immediate and measurably positive impact on
stakeholders, end users, and customers.

18. Complex
Getting Started With BPM:
Picking the Right Targets
Degree of Difficulty
High Value,
High Risk
Likely
Target Area
Simple
Limited Value,
Low Visibility
Tactical
Alignment With Business Goals
Strategic

19. Getting Started With BPM:
Asking the Right Questions
What Metrics Provide the Best Measurement of Success for This Process?
Are the Terms (Vocabulary) Consistent and Mutually Understood?
Who Benefits From The New Process or System?
How Will This Improve The Customer’s Experience?
How Many Systems Need to be Accessed to Perform this Process?
Will the Users of the Process Measure Success the Same as Other
Stakeholders and/or Sponsors?
How Do We Engage Our Customers’ Perspective in the Understanding and
Definition of the Business Process? (“voice of the customer”)