Companies entire BPM approaches are being built on staff collaborating to improve processes. Some critical elements to this
– Process mapping application supports live workshops rather than detracts from workshop.
– Process content displayed via end user web application that has collaborative capabilities (social) when allow discussion linked to a process, document, metric.
– There is a streamlined approach to driving any change through the change cycle so governance is not a barrier to innovation.
So SocialBPM is not new… it is collaboration. The way it now looks (a la Facebook, Twitter) is new. Mirroring that interface will engage thousands more individuals in organizations who would normally run at the mention of the word process. My blog Are you the victim of process discrimination described the problem with process.
Some customer stories to bring this to life and make it real ( BTW Head over to Chris Taylor’s BPM for Real blog for some great customer insights)
Avaya: process discovery workshops using webex for remote SME (subject matter experts) around the world and local teams together in workshops. The business case for the collaborative software was based on saving cost of airfares/hotel/travel
UTi Pharma – heavily regulated but wanted to innovate to improve. SocialBPM capabilities within a governance framework allowed innovative suggested for improvement to be implemented which still maintaining regulatory compliance
Carphone Warehouse: 1,800 processes deployed in 6 months using store managers as SMEs, then they established a Center of Excellence to focus the collaborative efforts from both front and back office staff, as you can hear in the video http://www.youtube.com/watch?v=Wnvgbc3uGfU
New Balance: Ran live workshops but didn’t deliver the results initially as they had no way of capturing and locking down the improvements , described in first 40secs of this video http://www.youtube.com/watch?v=SodU0wIfuZU
So in summary: Collaboration is made easier (crossing geographical / time boundaries) with the right technology. But simply implementing a social tool in the enterprise (facebook, twitter, yammer) won’t help improve business processes sustainably across the business. It will simply allow subsets of people to “chat” about how they get around the lack of clearly documented processes.
This is like putting band-aid on a major wound. Or lipstick on pig.