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  • Rajeev Arora 4:20 pm on September 30, 2012 Permalink | Reply
    Tags: enterprise21, , organisational change, , strategy   

    Revisiting the definition and ingredients of “Enterprise”: Purpose, Courage and Energy 

    The word “enterprise” gets dropped into a number of things, frequently added to anything done at scale.

    With the huge amount of change that is coming upon the business and society through social networks, mobility and cloud, definition of the word “enterprise” seems to be melting away.   This is similar to how Internet did and continues to redefine the business.

    While calling this blog, the Enterprise21 blog, I had a notion in mind that I want to define more clearly.  So, I first decided to revisit the definition of the word “enterprise”.

    Wiktionary, lists a number of meanings of the word “enterprise”.   I will like to combine these into an aggregated definition

    Enterprise is  a purposeful endeavor, or a new or risky project involving energy and initiative, often a daring and courageous one.

    As social BPM gathers momentum in the traditional enterprise, existing cultures and relationships will be challenged.  Leaders as well as teams will need to show courage and purpose.

    As cloud-model of IT gathers momentum, business and IT leaders will need to show purpose, courage and energy.

    Mobility may the mechanism or the face of this change, it is the social BPM and cloud model that will redefine customer, employee and partner interactions.

    How do we enable individuals, teams and enterprises to harness this change?  Enrichment of individuals, teams and the enterprise that is promised by this change needs to be “eaten from the right side”.

    Let us first agree that an enterprise is not just a business, but any endeavor involving multiple people; be it for profit, charity or other social or individual purpose, sometimes as simple as just having fun.

    So, how does an enterprise go about delivering on the purpose it set out to achieve?  If we can define that, we would have defined strategy and processes for business and IT.   I will write more about changes to strategic processes that I see evolving.

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  • Rajeev Arora 11:45 pm on September 5, 2012 Permalink | Reply
    Tags: BPM, enterprise architecture, Management 2.0, , organisational change, social,   

    Enterprise Imperatives for the Social BPM 

    Social networking and collaboration technologies are the new “water cooler”, where conversations and interactions occur in a digital space and can be recorded, replayed, searched, analysed and integrated with other systems and processes.

    Controversy, debate and experimentation with using social networking technologies in the business enterprise continues, while their adoption in the personal consumer market and the new economy start-ups is now mainstream.   Evidence of loss of productivity at work due to employees accessing social media has been found, while at the same time social collaboration technologies targeting the work environment have been maturing as reflected by significant investments in social technologies by all major enterprise vendors and many enterprises.

    Historically, the primary aim of the business process management (BPM) within the enterprise has been to maximise efficiency and therefore improve productivity, reduce costs and thus improve profits.   Accountability, visibility and adaptability of business processes have been crucial in managing and improving business performance.

    A study by IDC and McKinsey has also revealed that typically information workers spend only about 40% of their time on the core tasks for their roles, with the remaining 60% spent on collaboration, information discovery and access.  Since social technologies accelerate the collaboration and information access processes, opportunities for productivity improvement are significant.  For dynamically designed processes and teams, for non-repetitive processes, occasional participation in the processes and for processes involving remote workers, collaboration and information access form an even greater percentage of the task, and thus can obtain greater leverage from social technologies.

    This latter set of opportunities has accelerated in a globally connected world, with large communities of users with high level of literacy in social technologies.  Mass collaboration is now not only possible, but is seen as a major business opportunity and disruption.    Mass collaboration is the ability for multitudes of people, who may have no pre-existing or only a weak relationship, to quickly and effectively contribute to the development of an idea, artifact, process, plan, solution or action.  For many enterprises to stay competitive, they have to view mass collaboration as strategic.   To do so effectively, they also need to integrate mass collaboration with their core business processes, building upon their BPM capabilities to date.  This area has been termed “Social BPM”.  Social BPM can be very valuable in uncovering process patterns while aiming for BPM maturity level 2, and later for improved adaptability in BPM maturity level 4, “goal driven processes”.

    With widespread use of mobile devices (smart phones and tablets), the ubiquity of broadband access and increased adoption of bring your own device (BYOD), use of social media technologies is unstoppable.

    Enterprises considering adoption of social technologies need to :

    • Determine appropriate positioning of ST within their business, in order to avoid the common pitfalls and challenges in adopting social technologies
    • Identify areas within their business likely to benefit the most from ST
    • Determine strategic opportunities for leveraging Social BPM, rather than focus on technologies
    • Establish organisational capabilities and processes to implement social BPM, with appropriate social technologies integrated with core business systems
     
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