BPM is hot, but has some limitations and deficiencies. In this presentation, we explore the need for a more interaction-focused approach that we call Business Interaction Management (BIM)

1. Business Processes
are NOT your Business
the case for Business Interaction Management
Marc Buyens
marc.buyens@xpragma.com
www.xpragma.com
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2. contents
a Business Process...
– what is it?
– what does it look like?
– what’s wrong with it?
the case for Business Interaction Management
envisioning Business Interaction Management

3. a Business Process
WHAT is it?

4. what is a Business Process?
Process
A business process is a set of coordinated tasks and activities,
conducted by both people and equipment, that will lead to
accomplishing a specific organizational goal. Business process
management (BPM) is a systematic approach to improving
those processes.
www.SearchCIO.com

5. what is a Business Process?
Process
At its most generic, any set of activities performed by a
business that is initiated by an event, transforms
information, materials or business commitments, and
produces an output. Value chains and large-scale business
processes produce outputs that are valued by customers.
Other processes generate outputs that are valued by other
processes.
www.BPTrends.com

6. what is a Business Process?
Process
A business process is how an organisation does its work —
the set of activities it pursues to accomplish a particular
objective for a particular customer, either internal or
external.
Thomas H. Davenport, professor of information technology and management and the
academic director of the Process Management Research Center at Babson College in
Wellesley, Massachusetts

7. a Business Process
what does it LOOK like?

8. what does it LOOK like?
http://xpdl.org/wiki/Wiki.jsp?page=TroubleTicketScenario

9. what does it LOOK like?
IDS Scheer AG, ARIS

10. what does it LOOK like?
Metastorm ProVision Business Process Analysis

11. a Business Process
what’s WRONG with it?

12. what’s WRONG with it?
nothing,
really…

13. nothing really, but…
it is about… HOW
we do things

14. nothing really, but…
“If there is one device that has destroyed more
innovation than any other, it is Six Sigma”
Mark Fishman, MD, president of the Novartis Institutes for BioMedical Research

15. nothing really, but…
it is
essentially
about NOW
and about
STRUCTURE

16. nothing really, but…
it is essentially
about… US

17. nothing really, but…
business processes
reach endpoints…

18. nothing really, but…
“At the moment we cross the border of our
process workspace, we reach endpoints, not to
say wastebaskets. The business process ends.
We passed the Pillars of Hercules where the
sea falls into an endless chasm.”
BIM white paper

19. nothing really, but…
is there life
at the other side?
side

20. the case for
Business Interaction
Management (BIM)

21. Business Interaction
Management is
the field of expertise that
encompasses the planning,
the design and the control
of how a company's
business processes
interact with the (business)
processes of other internal
and external parties

22. Σ (interactions)
= your_business

23. the new economic order
market
market lead partner B
lead partner B
lead partner A
lead partner A
coordinator B
coordinator B
coordinator A
coordinator A
contributor A
contributor A contributor C
contributor C
contributor B
contributor B

24. the war for against talent
24.600 layoffs
7,5% of workforce
HP-EDS merger

25. tacit interactions
“Tacit interactions are
becoming central to
economic activity. Making
those who undertake them
more effective isn’t like
tweaking a production line.
McKinsey Quarterly

26. the interaction as the real product
Own the Customer’s
Total Experience
Patricia B. Seybold

27. envisioning
Business Interaction
Management

28. not about reengineering processes,
processes
but about designing a business
instead of designing process building blocks that stack up
into the sky (and hopefully towards our objectives), we
must design our business top-down by defining the
interactions we want with all parties involved
not events, not inputs and outputs become the delimiters
of business processes, but interactions become the
primary controls
interactions become the purpose of business processes,
instead of the unfortunate consequence

29. designing the business…
company
company
i1 { time, i3 { time,
i2 { time,
content, content,
content,
form, form,
form,
quality, quality,
quality,
emotion, emotion,
emotion,
…} …}
…}
partners customers employees
partners customers employees

30. designing the business…
company
company
i2 { time,
content,
form,
quality,
emotion,
…}
i21 { time, content, form, i22 { time, content, form, i23 { time, content, form,
quality, emotion, …} quality, emotion, …} quality, emotion, …}
customer1 customer2 customer3
customer1 customer2 customer3

31. designing the business…
customer107
customer107
i2107 { time, content, i325 { time, content,
process
form, quality, form, quality,
stuff
emotion, …} emotion, …}
employee25
employee25

32. designing the business…

33. annex

34. Creative Commons
clairity FaceMePLS
Marcin Wichary ButterflySha
nailbender
AngelsWings
Jaap Steinvoorte
Araleya
littledan77 jenny downing
Lessa0502
clip works

35. Creative Commons
Araleya @ http://www.flickr.com/photos/araleya/
clairity @ http://www.flickr.com/photos/clairity/
clip works @ http://www.flickr.com/photos/14947022@N06/
FaceMePLS @ http://www.flickr.com/photos/faceme/
Jaap Steinvoorte @ http://www.flickr.com/photos/stoneford/
Lessa0502 @ http://www.flickr.com/photos/wandererwoman/
Marcin Wichary @ http://www.flickr.com/photos/mwichary/
AngelsWings @ http://www.flickr.com/photos/linhtinh/
ButterflySha @ http://www.flickr.com/photos/butterflysha/
nailbender @ http://www.flickr.com/photos/nailbender/
littledan77 @ http://www.flickr.com/photos/pressthebuttononthetop/
jenny downing @ http://www.flickr.com/photos/jenny-pics/

36. Resources
Original BIM white paper
– http://www.xpragma.com/english/content/pdf/XD-BIM-wp-E.pdf
BIM twine
– http://www.twine.com/twine/112v41gh7-b4d/business-
interaction-management-bim
or via
http://www.xpragma.com/atom_feed_bim.php