Namely, on March 23, 2009, Alan Trefler, Pegasystems’ founder and CEO, gave his luncheon keynote presentation at the Gartner BPM Summit in San Diego. His theme was “Don’t just Survive… Capitalize.” Trefler begun by reminding the audience that in today’s turbulent economy we are all “not in Kansas anymore” and may just need some “ruby slippers” to find our way back home to profitability. If you have 14 minutes to spare, you can re-capture the spirit of the event here.
In the main part of his presentation in Part 2, Trefler maintained that to follow the “Yellow Brick Road,” which will lead any business to Oz (and back to profitability), requires three capabilities in particular, starting with the ability to directly capture business objectives into the BPM system by the business users.It cannot be overemphasized how important it is for business users to be able to capture corporate objectives directly into the software technology so that these new objectives can immediately impact their customers, partners, and employees. The ability to easily record, erase, revise, and organize business rule changes creates the foundation for organizational agility. Letting organizations design for both planned and (even more importantly) unplanned business changes is of paramount importance.
It’s About (the “Six Rs” of) Automation, After All
Companies have to optimize their processes through technology that automatically integrates new objectives into their systems to adjust for every specific situation. They need a “brain” that ensures that processes and decisions are optimized per these new objectives in both mainstream and exceptional situations.
The idea is to get the initial process quickly and iterate later. Business users can do it one customer issue at the time, starting with any business process that needs improvement: e.g., open a new account, charge dispute, detect fraud, increase credit line, handle a missed payment, and so on.
As said in Part 2, Pegasystems (also known as Pega) users can use the familiar Microsoft Visio diagramming tool to visually create (model) the processes that will deliver better customer service. There are many pre-built solution frameworks with industry best practices to get them jump-started if necessary.
But the second brick in the Yellow Brick Road is the ability of the technology to automate all necessary computer programming. Namely, business people can draw nice pictures and diagrams to capture objectives, but if between that model of what you want and ultimately running your business you need to do lots of tedious Java or C++ programming, you cannot be agile and nimble enough. To that technical end, the model that business users create should actually automate the programming that makes the business process run.
The final brick in the Yellow Brick Road of BPM is the automation of business processes that then “drives the work to be done” by, well, automating the actual work. In other words, the work is not merely tracked or routed for human intervention, but is also completed with the power of smart automation and minimal manual effort.
Nirvana would be to ultimately automate the work for people, who then only add value as required. Although the human touch is always needed, the point of business process automation (BPA) is to eliminate any distractions.
Again stepping out of Trefler’s presentation’s narrow scope, let me try to explain here how Pega’s SmartBPM suite really turns work automation into a tool for business changes on the fly. Let’s explore the “Six Rs” of driving work to be done via Pega’s BPM technology.
In the main part of his presentation in Part 2, Trefler maintained that to follow the “Yellow Brick Road,” which will lead any business to Oz (and back to profitability), requires three capabilities in particular, starting with the ability to directly capture business objectives into the BPM system by the business users.It cannot be overemphasized how important it is for business users to be able to capture corporate objectives directly into the software technology so that these new objectives can immediately impact their customers, partners, and employees. The ability to easily record, erase, revise, and organize business rule changes creates the foundation for organizational agility. Letting organizations design for both planned and (even more importantly) unplanned business changes is of paramount importance.
It’s About (the “Six Rs” of) Automation, After All
Companies have to optimize their processes through technology that automatically integrates new objectives into their systems to adjust for every specific situation. They need a “brain” that ensures that processes and decisions are optimized per these new objectives in both mainstream and exceptional situations.
The idea is to get the initial process quickly and iterate later. Business users can do it one customer issue at the time, starting with any business process that needs improvement: e.g., open a new account, charge dispute, detect fraud, increase credit line, handle a missed payment, and so on.
As said in Part 2, Pegasystems (also known as Pega) users can use the familiar Microsoft Visio diagramming tool to visually create (model) the processes that will deliver better customer service. There are many pre-built solution frameworks with industry best practices to get them jump-started if necessary.
But the second brick in the Yellow Brick Road is the ability of the technology to automate all necessary computer programming. Namely, business people can draw nice pictures and diagrams to capture objectives, but if between that model of what you want and ultimately running your business you need to do lots of tedious Java or C++ programming, you cannot be agile and nimble enough. To that technical end, the model that business users create should actually automate the programming that makes the business process run.
The final brick in the Yellow Brick Road of BPM is the automation of business processes that then “drives the work to be done” by, well, automating the actual work. In other words, the work is not merely tracked or routed for human intervention, but is also completed with the power of smart automation and minimal manual effort.
Nirvana would be to ultimately automate the work for people, who then only add value as required. Although the human touch is always needed, the point of business process automation (BPA) is to eliminate any distractions.
Again stepping out of Trefler’s presentation’s narrow scope, let me try to explain here how Pega’s SmartBPM suite really turns work automation into a tool for business changes on the fly. Let’s explore the “Six Rs” of driving work to be done via Pega’s BPM technology.
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