The current rate of technological advancement in the business environment is unprecedented. Unpredictable challenges means our business can no longer be focused on traditional approaches to business improvements or even business transformation. Technologies like the Internet of Things (IoT), Mobility and Cloud are bringing about a fundamental shift in how people and machines connect and interact. Employees and customers are now more technologically savvy than the organisations themselves. While we are still working on our desktops they are interacting with their tablets, smart phones and watches.
So how do we do these new things, more productive things with less money? …And keep doing them? How do we keep pace with all this change when we no longer have the capacity to keep throwing money at problems?
From innovative ideas or executive decisions to actual change implemented – The thought to reality cycle – how does it work?
The common cycle for business transformation in most organisations is that the whole process takes too long to roll out a solution – by the time it’s ready it’s already redundant. So we need to look at the process in a new way, in a disruptive way.
Re-thinking how we do things
When we think about the thought to reality cycle, from the idea right through to the monitoring and improvement, we introduce the concept of Agile – the process of prototyping until you have something real – you start with a prototype and then mould it until it’s something that is useful. The theory is that you get instant feedback and so can keep improving.
However, some of the issues with Agile are that without a business case how do you know if you’re on time and on budget and how do you move from the prototype phase to the production phase.
For many business analysts the concept of Agile is foreign and not having a complete business case before starting a project can be difficult to comprehend. But new technology in the form of BPM software, changes the way business analysts and developers interact. We are now able to design the process and demonstrate on a tablet or mobile phone what the output will look like. This makes getting approval that much faster. The framework for the process is then handed over to the developers to build the code.
Procensol was recently involved in the implementation of a solution for managing the uniform requirements of the Queensland Fire and Emergency Services (QFES) for over 46 000 people.
We have a much stronger grasp of the data and a much improved degree of accuracy on deliveries. We are now able to see demographic trends starting to form and are able to respond quickly and appropriately. Overall it has led to better customer service as we can now tailor specific requirements to different customer groups.
Inspector Steven Sparks, Manager Capability Resource Unit QFES.
So where does this leave big business cases? What would Project Management Officers do? How will the function of Enterprise and Solution Architects change? All very valid and scary questions. Shifting from the traditional ways of doing things is never easy, but being able to see what you are going to get before getting started will help you to get everyone on board to becoming a disruptive force in your industry so you can get in front of the opportunities presenting themselves in today’s fast paced marketplace.
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About the Author
Chief Operating Officer
As Procensol’s Chief Operating Officer Mervin brings more than a decade of experience in strategic thinking, software, systems and process-centric design for business transformation to the operations of the organisation. Mervin is responsible for Procensol’s Asia Pacific region. Originally from Singapore and now based in Brisbane Australia, Mervin has held positions ranging from strategic BPM consulting, channel management, CIO, CTO to vendor management.