1. 22nd – 24th November 2012, Jaipur
Seamless Process & Business
Process Management
Srikrishnan Sundararajan
Lab Services Leader, Business Agility and Mobility,
IBM India Software Lab
http://bit.ly/Imperatives

2. More than 70% of CEOs are
seeking a better understanding
of individual customer needs
and improved responsiveness
2012 CEO C-suite Study
“This is now a continuous feedback kind of world, and we need the
organizational nimbleness to respond.”
~ CEO, Financial Markets
http://bit.ly/Imperatives 22nd – 24th November 2012, Jaipur

3. Business Process Effectiveness is the Top Priority for Executives
McKinsey’s Global Technology
Survey found that
“Improving business process
effectiveness” ranked as the
#1 priority for executives
McKinsey Global Technology Survey, December 2011 , How IT is Managing New Demands
https://www.mckinseyquarterly.com/High_Tech/Strategy_Analysis/A_rising_role_for_IT_McKinsey_Global_Survey_results_2900
3

4. Effective and Efficient Processes Deliver Significant Results…
Horizon Healthcare speeds up payments to
members and providers while achieving over
300% return on investment
City of Madrid reduces emergency response time
by 25% through end-to-end co-ordination of
emergency and municipal services
Globe Telecom increases promotion related sales
by 112% through an improved customer experience
and more effective campaigns
4

5. … but Process Defects can Topple Major Global Companies
“Between now and
year-end 2014,
overlooked but easily
detectable business
process defects will
topple 10 Global
2000 companies”
~ Gartner
http://www.gartner.com/it/page.jsp?id=1530114
5

6. Emerging Roles Personify the Need to Achieve Process Innovation
Customer Centricity: Risk Management:
Chief Customer Officer Chief Risk Officer
Ensure customer’s interaction Manage operational, financial,
with the business is seamless strategic, compliance and
and maximize customer profitability reputational risk
Healthcare Delivery: End-to-end Product Delivery:
Chief Medical Information Officer Chief Commercial Officer
Increase physician productivity and Collectively manage product
hospital utilization by streamlining development, marketing and
patient flow sales to bring an idea to market
Business processes must be interconnected to serve the
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shared interests of the organization

7. Cross-Functional Outcomes Require Cross-Functional Processes
Interconnect and synchronize departments with
enterprise-wide visibility
Manage for cross-functional outcomes enabled
by collaboration
Prevent sub-optimized „islands of excellence‟ with
simple, easy to use governance
Capabilities must be simple, yet powerful to bridge across silos
in a continually changing environment
7

8. Building Blocks to Achieve Process Innovation
Empowering business and IT users to easily manage change
Business rules and analytics
provide flexibility for repeatable
decisions that change frequently
Processes can mix structured
and unstructured activities,
according to business needs
Flexible integration
interconnects applications and
services across the organization
8

9. 9

10. A Focus on Business Operations Connects the C-Suite to Execution
Chief Customer Officer
Chief Risk Officer
Chief Commercial Officer
Chief Medical Information Officer
Chief Clinical Innovation Officer
…
Processes unify
the organization
around a common
set of shared
interests
10

11. Each Business Operation Should be Iteratively Improved
Achieve clearer line-of-sight
to business operations
Align business operations with Foster cross-functional and
strategic intent in the face of change cross-divisional outcomes
11

12. Start at the Point of Greatest Need…
Typical entry points to achieve process innovation
Product Development Go-to-Market Order to Cash
 Reduce time to market of  Dynamic pricing to respond  Account opening process
new products & services to market conditions automation
 Streamline production  Leverage customer insights  Automated order
procurement sourcing for target marketing processing & fulfillment
Insurance Banking
 Automated claims processing  Reduced loan processing times
 Improved fraud detection  Financial risk & regulatory
compliance
Healthcare Government
 Improved patient care  Customs & border control
 Personalized fitness & nutrition  Improved public safety
Energy & Utilities Travel & Transportation
 Power grid management  Online ticketing & reservations
 Energy consumption  Travel & hotel pricing management
management
Retail Manufacturing
 Retail distribution supply chain  Manufacturing production quality & control
automation  Reduced manufacturing production time
 Customer loyalty programs
12

13. … But Begin with the End in Mind
Order to
Cash
Shareholder Go to Market
Management
Product
Development Human
Capital
Core Secondary
Management
Processes Processes
“Run the business” “The long tail”
A single platform provides the right rigor for all
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operational processes and decisions

14. Process Innovation in Action
Interconnecting the design and execution of business operations
Go to Market
 Dynamic pricing to respond to Product Development
market conditions  Reduce time to market
 Leverage customer insights for of new products &
target marketing services
Business
Managed  Streamline production
Services procurement sourcing
Go to Market Partners
Customers
Order to Cash Product
Development
Order to Cash
 Account opening process
automation
 Automated order
14 processing & fulfillment

15. An Enterprise View of Synchronized Business Operations
Go to Market
 Dynamic pricing to respond to Product Development
market conditions  Reduce time to market
 Leverage customer insights for of new products &
target marketing services
Business
Managed  Streamline production
Services procurement sourcing
Go to Market Partners
Go to Market
Customers
Order to Cash Product
Order to Cash Product
Development
Development
Order to Cash
 Account opening process
automation
 Automated order
15 processing & fulfillment

16. The Ottawa Hospital Realizes Process Innovation
CEO Mandate Become a top 10% performer in Quality of
Care and Patient Safety in North America
New Role: Chief Medical Information Officer
Before After
 Improvements in patient flow
 Needed patient focused
through electronic closed-loop
processes to improve quality
consults and easy access to
of care with better visibility
patient information
 „Circle of Care‟ visual interface
 Lack of timely information to
improves communication and
staff at the point of care &
collaboration within the care
across operational areas
team
 Benchmarking process
 Need to improve key metrics:
execution to use historic and
Patient wait times, Discharge
real-time data to make better
rates, Instances of relapse
patient care decisions
“What we are doing is putting process orchestration and process models in place, so that you can literally
see the characteristics of the hospital system… and you can then influence that.”
~ Dale Potter, Senior VP and CIO, The Ottawa Hospital
16

17. Key Capabilities Help Clients Achieve Process Innovation
IBM Software Capabilities
Industry Expertise and Solutions
Process Discovery & Design
Business Operational Advanced
Process Decision Case
Management Management Management
Business Monitoring
Master Data Integration Analytics Enterprise Content
Management Management
17

18. 18

19. in Action…
19

20. Visibility
Achieve clearer line-of-sight to business operations
Process Center provides “What’s New” quickly
enterprise view of processes displays deployed assets
IBM ODM
IBM BPM IBM ODM
Decision Center
Process Center
IBM BPM
Process Center IBM BPM
Scorecard
Scorecard
Real-time scorecards BPM for Mobile
show work-in-progress
From anywhere
20

21. Visibility
Achieve clearer line-of-sight to business operations
IBM BPM Process Portal notifies
business users of actions
Process Portal
required
Full Google-type search
finds what you need
quickly
21

22. Visibility
Achieve clearer line-of-sight to business operations
IBM ODM
Decision Center
Full text search across
all decision assets
22

23. Collaboration
Foster cross-functional and cross-divisional outcomes
IBM Blueworks Live
Comment Stream allows
participants to collaborate
Blueworks Live and Process
Center allow joint participation
in process design
IBM ODM
Decision Center
IBM BPM
IBM BPM
Process Center IBM BPM
Process Center Comment Stream
23

24. Collaboration
Foster cross-functional and cross-divisional outcomes
Decision Center enables
IBM ODM collaboration on assets of
interest and change
Decision Center notifications
24

25. Collaboration
Foster cross-functional and cross-divisional outcomes
Connect with experts
directly within process
IBM BPM
coaches
Process Portal
IBM BPM
Process Portal
See expert edits directly in
coaches, even across multiple
languages
25

26. Governance
Align business operations with strategic intent in the face of change
IBM BPM
Process Center Snapshots provide reliable
version management
IBM BPM IBM ODM
Decision Center
Process Center
Process Center Change Logs ensure appropriate Decision Center shared
enables centralized approvals have been met library of assets maintain
control of processes synchronization
26

27. Governance
Align business operations with strategic intent in the face of change
Multiple Process
Centers
Establish a Virtual CoE Download IBM solution
repository for exemplary content Multiple federated
content
Process Centers
enable shared
interest across the
enterprise
Facilitate reuse IBM
across Download process
departments templates for IBM
products
Department 1
Reference Assets in
other enterprise
My Department repositories
Simplify reuse by
integrating directly into
LOB tools.
Department 2 Other
Repositories
27

28. Governance
Align business operations with strategic intent in the face of change
Timeline enables a quick view
IBM ODM of version history
Decision Center
Department 1
28

29. Odyssey Logistics Provides End-to-End Transportation Solutions
Connecting individual transportation providers into a complete delivery network
Challenges
 Choose the best transportation options given each
customer‟s unique needs across the globe
 Implement customized logistics processes to Solution for Process Innovation
provide full service to customers expanding globally
 Pre-constructed processes
based on sets of common
activities that can be quickly
customized for local needs
Benefits
 300% increase in productivity for certain logistics  Business rules reduce
complexity by managing rate
operations
structures, routing guides and
 Reduction of errors by more than 10% carrier information
Software Offerings:
 Meet or exceed customer KPIs in areas of on-
time deliveries, invoice turnaround and error-free IBM Operational Decision Management
shipping IBM Business Process Manager
“Process innovation allows an organization like OL&T to go in to a customer and figure out how to
work with them versus trying to overlay a very specific rigid model on our customers”
29
~ Russell Marky, Senior Vice President, Global Business Technology, OL&T

30. UK Border Agency Detects Threats Earlier
Advanced passenger processing enhance security and improve responsiveness
Challenges
 Threats to border security are growing while
passenger traffic increases, driving need for early
detection of risks
Solution for Process Innovation
 Passenger risk assessment involves data and
processes across Carriers, Port Authorities,  IBM Global Business Services
Immigration, Police, Customs designed and deployed solution
that enables data sharing and
process automation between
various agencies
Benefits
 System handles over 120
 Enables the agency to identify threats sooner so million passenger cross-border
they can focus attention on high-risk situations movements per annum.
 A near-real-time risk assessment provides
enhanced security and speeds up processing Software Offerings:
IBM Operational Decision Management
IBM Business Process Manager
“IBM has enabled us to identify threats earlier so that we can more effectively deploy resources
at the border, and in some cases prevent travel altogether.”
30 ~ Ian Neill, Deputy Director, eBorders

31. Mobile and Cloud Accelerate Process Innovation
BPM for Mobile
Mobile: Deliver process Cloud: Decrease your
innovation to where your time to achieve process
users are innovation
New Mobile and Cloud features to
achieve process innovation
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32. Why IBM for Process Innovation?
Unparalleled Expertise and Investment
 Expert consulting and implementation services for fast realization of
business value
 Industry expertise to customize solutions for your specific industry
Largest Customer Base
 #1 in Business Process Management (BPM) market share
according to all leading analysts
 #1 in Business Rule Management Systems (BRMS) market
share according to all leading analysts
Strongest Ecosystem and Partner Network
 800+ Business Partners authorized and certified to support customers
 Strongest global ecosystem including major global and regional system
integrators skilled to provide comprehensive solutions
32

33. Build Your Roadmap to Achieve Process Innovation
3
Business Outcomes
Establish a
Program
Succeed
2 with an Initial
Project
1 Identify Business
Challenge and Value  Extend real-time
operational decision
making capabilities
 Match customers with  Enable rapid business
products in real-time led process changes
 Quickly change and
integrate business  Link customers and  Streamline
processes partners into processes multiplatform
development,
 Improve speed of  Deliver new customer deployment, and
operational decisions self-service features to information delivery for
beat competition mobile, web, and cloud
 Deliver new services
faster
Project Scope
33

34. The BPM Adoption Journey
Accelerate ROI with expert services
Journey
Identify Business Succeed with an Establish a Adopt within
Stage
Challenge & Value Initial Project Program LOB/Enterprise
Define the Accelerate Scale Delivery Scale Business
Customers Goals &
Opportunity Business Value Capability Impact
Context
• Established business • Deliver your first • Increase scope & impact • Line-of-business /
priorities & objectives. solution successfully. of mission. Enterprise focus.
• Build a plan for your • Build foundational • Establish critical mass of • Align strategy and
BPM/BRM skills & platform skills. platform skills. execution goals.
potential. • Use early win to foster • Establish governance & • Mature platform skills &
new adoption. delivery consistency. solution discipline.
Charter BPM
CoE
Establish BPM
Program
Multiple
concurrent
Maturity
Production Projects
launch for 1st
project
Start 2nd
Work With IBM Start 1st project
and Partners project Operational
BPM CoE Readiness
On-Demand Workshop
Solution Process Subscription
Mentoring Inventory Time
34

35. IBM Delivery Approach
Collaborative, Iterative and Continuous
Solution Delivery Cycle
Solution
Release
Key Best Practices
 Develop the solution with the Business, not for the business
 Agile development and deployment cycles
 User stories to capture business needs
 Time-boxing, 2-4 week iterations
 Prioritize iterations based on business value and risk mitigation
 Frequent “Playbacks” to capture feedback of the sponsors and validate
iteration content
 Deploy business value early and often
 Monitor execution and incorporate changes quickly
35

36. Three Classes of Services
for Targeted Outcomes
Workshops & Solution Delivery Enablement
Assessments Services
• Leads to a client • Produce tangible • Build core
decision results competencies
• Short, targeted • Project-based • Solution support
engagements engagements • Platform support
• Consensus building • Initial projects (QWP) • Continued education
• Business alignment • Extended project-to- & mentoring
• Evaluate alternative program support
trajectories
36

37. Your BPM Roadmap
Quick Wins with Enablement
Journey
Identify Business Succeed with an Establish a Adopt within
Stage
Challenge & Value Initial Project Program LOB/Enterprise
Start Adopt Expand
Workshops & Assessments Workshops & Assessments Workshops & Assessments
• Discovery Workshop • Process Inventory • BPM CoE Workshop
• Playback Zero • Operational Readiness • Operational Readiness
Solution Delivery Solution Delivery Solution Delivery
• Quick Win Pilot • Playback One • Prescriptive Projects
• Prescriptive Projects • Partner Led Projects
Enablement Services Enablement Services Enablement Services
• Playback Enablement • Quick Win Enablement • Solution Mentoring
• Solution Mentoring • On-Demand Consulting
• On-Demand Consulting
37

38. Next Steps
See Process Ask your sales representative to see the solution
Innovation in Action live
On-site workshop with business and IT
Learn what’s
stakeholders to evaluate the applicability of BPM
possible with a and Business Rules for your project
Discovery Workshop
Get started with a Demonstrate immediate value to your
Quick Win Pilot or LOB end-users with your first „Quick Win‟
Playback Enablement
in 10 weeks
38

39. Grazie
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Gracias
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Merci French
Russian
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Obrigado
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Danke
German
Simplified Chinese
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