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Social BPM

Work, Planning and Collaboration Under the Impact of Social Technology
 Social BPM
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Tweet Jam!

Update July 21: We had a brilliant and very lively jam, expertly led by Clay Richardson. A great many ideas were explored and debated for about 75 minutes.

Our #socialBPM hashtag activity stats at the close were:
458 tweets generated 348,226 impressions, reaching an audience of 24,749 followers!

[View the story "Social BPM discussion and tweetjam" on Storify]


What is "Social BPM" and why is it important to understand work, planning and collaboration under the impact of Social Technology?


Read Keith Swenson's blog here of recent comments in this space and background reading to prepare.

Date: Thursday, July 21, 2011 @ 11.45 EDT

Moderated by Clay Richardson of Forrester Research, sponsored by WfMC.org.

Clay Richardson of Forrester Research along with authors of the important new book Social BPM will host a Tweet Jam to answer questions about the top challenges facing business and IT practitioners in understanding work, planning and collaboration under the impact of Social Technology.

Business Process Management and Workflow are, by their very nature, social activities. The collaboration and communication patterns that are now increasingly referred to as “social computing” were also fundamental to the BPM and workflow models of the early 1990s. Yet it has been the recent explosion of social computing and accompanying success of social production, from Linux to Wikipedia, and Facebook to Twitter, which has the most dramatic impact collaboration in business environments. 

Today we see the transformation of both the look and feel of BPM technologies along the lines of social media, as well as the increasing adoption of social tools and techniques democratizing process development and design. It is along these two trend lines; the evolution of system interfaces and the increased engagement of stakeholders in process improvement, that Social BPM has taken shape.

As explained by WfMC Fellow Dr. Michael zur Muehlen, “If you only focus on streamlining process execution and making it as efficient as possible the social aspect diminishes. But if you consider process discovery, the development of a shared understanding of what your operations look like, and monitoring your process environment, then social plays a big role. Social is all about providing context, a rich environment of data points that a streamlined workflow would be lacking otherwise. The challenge is to make this context useful, both from a social networking perspective and from an unstructured data perspective.”

Contributors to Social BPM include Keith D. Swenson, Nathaniel Palmer, Sandy Kemsley, Keith Harrison-Broninski, Max Pucher, Manoj Das and more with a Foreword by Clay Richardson.

Online on Twitter at #socialBPM hash tag or follow Clay Richardson @passion4process.

You can also tune into a stream of the coverage of the Tweet Jam right here by watching the Twitter feed on the right.

Free copies of “Social BPM” will be given to the 10 most active and relevant participants in the discussion.


Among the hot topics to be discussed:
  • What does "Social BPM" mean?
  • What are the key trends for Social BPM?
  • Who in an organization should care about Social BPM? Why?
  • What are some specific examples of Social BPM?
  • How are social tools like Facebook, LinkedIn, Twitter and Foursquare impacting professionals and organizations?
  • What is the primary benefit that an enterprise gets by using Social BPM? How about a manager?
  • How do you measure success in a Social BPM implementation?
  • What are some best practices for getting started with Social BPM?
  • How can companies involve their customers in redesigning processes to better fit customer needs and expectations through technologies like Social BPM?

From authors in the book:

  • Social media's impact on BPM. Why BPM suites will continue to incorporate social technologies and features that connect process to the real way that people work and get things done. (Clay Richardson)
  • Social BPM is not simply a change in technology being used, but it enables a whole new way of structuring your organization to be more flexible and agile. (Keith Swenson)
  • What is the role that trust and reputation currently play in the business environment, how this can be leveraged and optimized by Social BPM? (Nathaniel Palmer)
  • How to manage human interactions that are critical to change management and bring them into the process. (Keith Harrison-Broninski).
  • Discuss how Social BPM provides enablement for communication and collaboration to non-technical people (Max J. Pucher)
  • What are the network effects that fuel the expansion of social BPM, acting as a catalyst for transformation of an enterprise’s processes, performance and work culture? (Sandy Kemsley)
  • BPM, social technology, collaboration and the workplace of the future - changing nature of consumers and the workplace. (John Flynn)
  • How Social BPM has impacted professional use, pushing companies to migrate most of their B2C, B2B and B2E applications to a Web/SOA architecture. (Piero Fraternali, Marco Brambilla, Carmen Vaca)
  • How social technologies enhance the BPM experience for all participants as social capabilities are being demanded within business organizations. (Steve Russell)
  • Voice of the network through Social BPM: Why it is a voice that is leveraged by organizations and individuals alike to create and promote unique brands. (Setrag Khoshafian, Patrick Tripp, Steve Kraus)
  • How process management, social monitoring, customer feedback and analytics come together to provide customers with an unprecedented service experience. (Vikas Nehru, Ajay Khanna).
  • “Social enabling” of channel management/distribution management processes for large distributed multi channel retail oriented distribution networks. (Ram Ramdas, Jay Pullur)
  • Why Social BPM methodology offers the solution to pro bono strategic planning, process mapping and implementation guidance. (Annelize Booysen, Michélle Booysen).
  • The application of ACM and social BPM to medical clinical pathways: how this supports critical decision-making and patient care. (Roy Altman, Kenneth Altman MD)
  • Using Social BPM to break down the communication challenges in understanding complex process. (Edward Roper)
  • How organizations can define a strategy around Social Media and tie it to measurable outcomes of core processes that are critical to the survival and growth of any enterprise. (Vinaykumar S. Mummigatti)
  • Why convergence of social technologies with BPM holds the potential of not only dramatically simplifying and enhancing process discovery and management but also improve the process of collaboration itself. (Manoj Das, Linus Chow)

"Social BPM Work, Planning and Collaboration under the Impact of Social Technology" is available now at Amazon.com and www.FutStrat.com

Technical requirements:
A Twitter account is required if you plan to participate. Otherwise just sit back and watch the show on the Twitter Feed above.

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