Day 1 of Appian World
2012 is in the books, and what day it was!
From a CapTech perspective, sponsoring this year made all the
difference. Last year, our first at
Appian World, was mainly about learning: both about Appian the company and
about their BPM application as well.
This year, we were privileged enough to have a table in the Sponsor
Pavilion, which led to many more valuable conversations regarding CapTech’s
potential to partner with many current and would-be Appian customers. A few days ago, I previewed the conference with
my “Coming Soon: Appian World 2012”
blog, and promised to provide a write-up following both days giving a small
glimpse into some of our takeaways from the many talks and panel discussions
packed into the agenda, so here you go!
My notes from the day are much more long-winded, so I’ve tried to cut
back and keep it fairly high-level!
If interested, I just may have additional notes about some of the below topics,
so feel free to ask!
Keynote Presentation: Delivering Enterprise Performance
Breakthroughs with BPM
Daryll Plummer, Group Vice
President, Garner Fellow
- 7 Key
Aspects of Extreme Collaboration: 1. Mobile,
2. Ad Hoc Relationships, 3. Dynamic Communications, 4. Proactive
Notifications, 5. Free Flow of Information, 6. People-Centric, 7. Multiple
Media Forms
- Through
2016, organizational politics will prevent at least 1/3 of BPM efforts
from succeeding
- Optimizing
business processes must take precedence over the optimization of tasks
- Practicing
extreme collaboration means changing Behavior, Relationships, and
Engagement Methods
Appian 2012: Matt Calkins, CEO, Appian
- Appian’s Goal: Be the World's Best Way to
Organize Work
- People like mobile because 1) it's mobile, but
also 2) it's simple!
- Mobile's costly, but Appian’s one application
to be deployed anywhere overcomes this
- Cloud's historically forced a loss of control,
but Appian overcomes this by making data completely portable from Public to
Private cloud
- Social is intuitive and generally needs little
to no training. It’s also portable,
scalable in that there’s no limit to how many sources can collaborate, and the
interface is fun, which isn’t the primary reason to use it, but want to
increase participation, so it helps!
- Appian’s theme for 2012 is Data: Work depends equally on Actions
and Data
- Appian's new product, Appian Tempo,
designed for all the current non-participants; those who don't have Appian
licenses today; only thing won't have are Actions
- Appian is offering Tempo free of charge, but
have to have at least a nominal purchase of Appian, and have to install it
within 1 year
EBRD: Creating an Operational Business Management System
European Bank for Reconstruction
& Development
- Promote
transition to market economies in 29 countries by investing mainly in the
private sector
- Drivers
for implementing BPM solution
- Operational
Risk Reduction, Improved Operational Efficiency, and Improved controls,
traceability, and reporting
- Benefit
of BPM: enable the automation of previously streamlined business processes
- Question:
Why did decide to use Private cloud within last few years?
- Answer:
to reduce cost and make things easier to manage. Didn't have bandwidth in-house to setup
another Appian instance, and didn't have any real reason to host
in-house.
Scaling your BPM Program: CME Group
John Verburgt, Director of BPM;
and Brian Toba, Director, Trade & Business Systems Department
- Case Study: NPI (New Product Introductions)
- Baseline Challenge: to build a standard
delivery model scalable to increase capacity, improve quality and reduce cycle
time of product launches
- Benefit: Time to market reduces by over 20%
- Project Scale Success Factors: Task Structure,
Performance, Continuous Improvement
- CME Vision: Unification & Visibility
- Appian platform doesn't tolerate a lot of the
organizational boundaries present in most companies today; forcing us to break
down boundaries and play by its rules
- Principles of Scale 2.0: Process Excellence
Culture
- Expand the Core, Optimize Platform, Process
Scale, and New Capabilities+
Delivering Lifetime Value with BPM
Dileep Srinivasan, VP Customer
Solutions Practice, Cognizant (@dileepsri)
- Trends reshaping Customer Relationships: 1) Cloud,
2) Mobile devices and apps redefining consumer data consumption, 3) Social
media enabling consumers with increasing control over influence of products/brands,
and 4) Customer's experience with products and services will drive customer
advocacy
- Processes provide differentiation between one
company and other
- Trying to engage with customers so provide
better experience and influence your brand in the marketplace: Where BPM and
CRM start to converge
- Harnessing the power of crowd - moves us
toward the 2D model of Inside-Out AND Outside-In
- Social Benefits: 1. Open participation across
the organization, 2. Active participation from everyone, 3. Option to submit
and vote anytime, instead of fixed workshop times, 4. Clear visibility of
submitted requirements. 5. Single view for all to understand the status of the
requirements
- Cloud brings: Speed, Relevance (ability to
scale up and down using pre-built infrastructure), Mobility, Optimization (by
taking advantage of social & data), and Agility
Extreme Collaboration: EDP Renewables Case Study
Tim Hertel, Jaimeet Gulati, and Chris
Goldsberry
- Challenges: 1) Lack of process clarity, 2) Minimal
audit trail on high value cases, 3) No standardized system for prioritization
of problems, 4) Technical resource availability, and 5) Geography
- Project Goals:
- Most important part of the system is our people
- System should drive action not
just track issues
- Final product will be complete, functional
BPM system
- We need to be able to support the
product internally
- Focus more on value, less on
cost
- Key Development focus areas: Coordination,
Prioritization, Communication, and Tracking
- Lessons Learned & Best Practices
- Map and define your processes before you
implement a tool
- Keep application as simple and intuitive as
possible
Impact of Social Technologies on the Enterprise
Sandy Kemsley - www.column2.com
- @skemsley
- Consumer Social Tools Set Expectations: Consumption,
Participation, Creation, User Experience, Access Anywhere
- Linking External Social Presence to Core
Business Processes
- Changes the customer relationship: Extends the
ends of the process, Increases external collaboration, and Forces operational
transparency
- Social business maturity model: most farther
along in externally vs. internally!
- External socialization spectrum: Internal Only
> Expose Status to External Parties > Include External Workers in Process
- Social as a feature, not separate application:
Flexibility, Visibility, Participation
OK, folks, that’s all for tonight. Time to get some rest before another big day
tomorrow. Stay tuned for my (hopefully
not as lengthy) write-up following tomorrow afternoon’s session!
