“Eating your own dog food” is a phrase that techies love to throw around — and while I have never loved it, it is apt in its intention. That well-worn phrase is aimed at describing the extent to which companies actually use their own products: the idea being that if it is good enough for them, it should be good enough for the public.
Not every product is meant for every situation, however. I do not think that Facebook wants its employees continuously looking at friends’ pictures and posting updates on their lunch plans (especially during business hours.) Yet, there is certainly truth in the concept of truly knowing your product— and being your own customer certainly provides those insights. Having to rely on your own creation forces you to consider how others may use it. In the case of workflow and business process management, if what you create is not helping you run things more efficiently, then it probably is not doing much good for anyone else either.
There may be some reluctance on the part of executives and stakeholders to implement (automate) workflow within their organizations. That reluctance may be the result of either, 1) Existing habits and behaviors that are considered to be adequate, or 2) Fear. The former is actually more challenging to overcome from both an IT and business perspective, while the latter can often be addressed when an organization realizes how its business can become better, much better. It’s paradoxical to realize, too that fear is often what encourages people to hold on to old habits, thereby creating the mindset of, “If it ain’t broke, don’t fix it.” Smart businesses are not fooled by that adage, however.
We are not suggesting that there is a tendency towards organizational status quo; it is easy to understand, however, that with the hope and promise of automated workflows comes some stress relative to not knowing what the future might bring. The vision of a well-oiled organization making more informed and read more
Operating a company can be like taking a family vacation. While the kids find ways to distract themselves and everyone else, the parents are focused on getting from Point A to Point B with as little disruption as possible. Arriving at the destination does not mean margaritas and frolicking in the pool for the parents, either; there is parking, checking in, unpacking and feeding the group, just for starters.
So too for those who run processes and operations within a company. If they were to be asked, “Are we there yet?” the answer would be, “We’re NEVER there.” That is truly the right answer, because business never stops. Processes start at the beginning, finish at the end, and then do “it” all over again…and again…and again.
The remedy that ensures smooth transmission of all data through an organization to its intended destination is workflow. Workflow used to be the domain primarily of large enterprises, armed with efficiency consultants. Now, however, solutions like Process Director provide a read more
How an organization operates can be captured through things like org charts and project timelines. In fact, there is no end to the kind of tools available to give all of us those important “business insights.” These tools, no matter how good or thorough they appear to be, do not, however, always capture the things that ultimately dictate business outcomes.
For businesses to perform optimally, organizations need both the tools and the resulting behaviors that encourage efficiency and optimize operations. That foundation is not something that is packaged and downloaded. Instead, it is created when there is a pairing of great tools and a willingness to adapt. At BP Logix, we recognize that dynamic can only happen when we understand what our customers actually do – and where they are trying to go.
Our first job, to borrow from Stephen Covey, is to “seek to understand.” Listening to our customers is, for us, the most critical part of working with them. Learning about their goals and how read more
How Knowledge Management Helps Automation, Workflow, and Efficient Business Operations
There are common terms that are typically part of any conversation about BPM: automation, workflow, and efficiency are among them. These are natural outcomes of BPM and drive the exploration and evaluation phases organizations go through in their quest to operate more effectively. After learning more about how and where BPM is used, it often becomes clear to these organizations that the advantages they stand to gain go far beyond “only” measurable business goals. With BPM, they come to realize they can become more responsive and agile— and ultimately gain a significant advantage over their competitors.
We believe that BPM is a necessity for any business seeking to deliver demonstrable and sustainable results. In addition to improving processes (the immediate goal), organizations have come to realize that the benefit of BPM in being better equipped to identify, capture, evaluate, retrieve, and share all of an enterprise’s information assets. Irrespective of the company’s read more