Business Process and Social Media : Good bedfellows?

(Hopefully this will be the first of a series of posts regarding the interaction of social media with the world of business process).

Ken Evoy (CEO of Sitesell.com) has stated that he can't, yet, see a valid business case for using Twitter to promote your business. Or rather he has yet to see a valid case study where someone has successfully built their business using Twitter. Personally I'm not sure that's still the case. Hopefully someone will let me know if there is one out there.

But I want to be a little more parochial now and focus on business process and how the use of social media might help that in some way.

What is social media?
In this context when I am talking social media I am referring to applications on the web which enable social interaction between the great mass of internet users. Typical tools include Plurk, Twitter, Friendfeed, Facebook, Myspace etc. They all work on the basis of having a 'pool' of contacts or friends that you interact with on either a one-way or two-way basis. (On Twitter, for instance I follow about 70 people, but I am being followed by 3 dozen. What I try to do is make sure that the people who are following have a wide reach)

So: Business Process
Looking at business process and social media I can see at least 1 major interaction: The inclusion of some sort of social media interaction within a step of a process.

• Use Twitter, for example to communicate the status of a piece of work
• Use Friendfeed to review this status (especially using their new 'auto-refresh' functionality)
• Use Twitpic to send a photograph or scan of a document to someone else for review
  

However this is effectively using SM as a substitute for Instant Messaging (or similar). In itself this is not using Social Media in the way that can provide the best value: as a mass communication vehicle.

I would be interested in other ways readers might feel that this could work. Is there an example you know where something like this is being done? Are you working on something similar already? What about items such as Facebook? Can that be part of a business process?

What other ways could the worlds of SM and BP interact to add value and reduce complexity?

Next Steps
As I said at the start I would like this to become a series of posts about Social Media and business process therefore if anyone would like to take this theme and post a further entry about their take on SM and BP I would be happy to host that entry here on the Process Cafe as a guest blog. Alternatively if you have similar posts already and want to link into them in the comments, please feel free to do so.

I look forward to an interactive and interesting discussion.

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Reminder: 'The Perfect Process Project' is still available. Don't miss the chance to get this valuable insight into how to make business processes work for you.

Click this link and follow the instructions to get this book.

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Your Business process projects are STILL failing! - survey says....

A new study from Logica Management Consulting and the Economist Intelligence Unit (EIU) indicates that nearly one third of business process change projects fail to improve process or corporate performance.

One third!

I originally thought that was a little high, but when I remembered that recently a survey indicated that over 50% of business processes are not working it now seems a little on the low side.

Putting some financial figures to the survey numbers, the global cost of failed business process projects is reaching around £7.8b, with the UK alone accounting for £1.7b. In the current financial climate these figures are very disturbing.

Looking at the study in more detail, James Campbell, management consultant at Logica Management Consulting stated “The spate of mergers and takeovers in the financial sector for example, over recent months has led to wide speculation about companies making redundancies in order to achieve savings. The key to delivering such savings, however, will be a complex transformation programme which will require significant investment in both people and technology. Such a programme of change will likely have several key elements, including alignment of business processes and supporting technology; real estate rationalisation and the disposal of non core businesses. Each of these elements brings both challenges and opportunities.”

A key finding indicates that companies who are successful in this arena tend to be more ambitious when planning change projects. They are much more likely to run cross-regional,
cross-departmental projects than unsuccessful companies. They are also more proactive
when planning change projects, don’t wait for problems to arise such as customer complaints or lost market share before implementing change reactively, but plan for change in order to improve business performance and involve customers and partners in that planning.

Of course running projects such as these does create other problems and these are discussed in my ebook "The Perfect Process Project", but overall it is clear that business process change is now more crucial than ever before, but also more likely to fail if not done correctly.

The 2008 Securing the value of Business Change report outlines findings from 380 executives in Western Europe, and assesses how companies evaluate the impact of business process change projects on process as well as corporate performance.

The Leonardo Da Vinci approach to process

How would Leonardo Da Vinci approach process modeling? Would he be a good business process analyst?

Leonardo da Vinci was born April 15, 1452 in Vinci, Italy. He was an Italian polymath, having been a scientist, mathematician, engineer, inventor, anatomist, painter, sculptor, architect, botanist, musician and writer. With this impressive list of credentials behind him, it would be interested to understand how he would have approached the business of process.

Leonardo's approach to science was an observational one: he tried to understand a phenomenon by describing and depicting it in utmost detail, and did not emphasize experiments or theoretical explanation. This puts him squarely in the field of a process thinker.

Whilst he never learned more than a rudimentary amount of Latin he possessed, to a prodigious degree ,other skills of much greater significance; notably the ability to perceive, to record, to examine, to think and to speculate.

Which leads me nicely to the first point:

He was a big picture thinker - that's good. As a scientist, he greatly advanced the state of knowledge in the fields of anatomy, civil engineering, optics, and hydrodynamics. A lot of vital process information is missed because people don't think about the big picture relating to process: They think "If I remove this quality check in my part of the process it will speed up my throughput". But what they don't understand is that it will also create issues further on in the value cycle when that quality check results in rework during manufacturing

He was an illustrator - That's good too. People react differently to pictures. The saying 'A picture paints a thousands words' is never more true than when looking at processes. The ability to take a complex set of words and distill them down into an image or set of images that can explain the process to the masses is a skill that many process modeling companies have siezed on as key to their approach

He was a theorist - That's good as well. Process improvement is about the ability to be able to theorise what a change will mean to an existing process. Consider this. In any process the key questions to ask are 'What are the inputs and outputs', 'Where do the inputs come from?', 'Where do the outputs go to?' 'Who uses the deliverables?'. With an existing process it isn't too difficult to answer those questions - it's a matter of observation or following a trail. With new processes this is far more complicated. Having the ability to theorise what will happen when a process is implemented is key to understanding how that process will work

He was both an artist and a scientist. This, I think, speaks more closely to Leonardo's ability. Sure he was an inventor with a scientific twist (he conceptualised a helicopter, a tank, concentrated solar power, a calculator, the double hull and outlined a rudimentary theory of plate tectonics), but this is also the man who painted the 'Mona Lisa' and 'The Last Supper'. What he was able to do was to take both sides of his personality (the artistic and the scientific) and meld them together to create the perfect role. This resulted in items such as 'The Vitruvian Man' - an artist representation of scientific measurements whereby the proportions of The Vitruvian Man correspond to known scientific measures. Often creating or defining a process is part science and part art. You have to know when to make the scientific decisions in the process ("The quality approval step goes here") and when to let some art play into it ("Gain understanding of the customer problem and document it") It is, fundamentally, the difference between a prescriptive process step and a less prescriptive one. Both work in the right place an at the right time.

So would Leonardo have made a good process analyst? Probably one of the best. However his range of vision and ability to inwardly digest large amounts of information and turn them externally to himself in order to apply them may have caused many people to doubt his ability. After all he did design a 'machine that would fly' back in the time when flight was considered impossible.

Maybe he would create a perfect process, but the world wouldn't be ready for it...

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Reminder: 'The Perfect Process Project' is still available. Don't miss the chance to get this valuable insight into how to make business processes work for you.

Click this link and follow the instructions to get this book.

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For more about me check out my "About Me' page

All information is Copyright (C) G Comerford

When following process is wrong

I was watching 'Office Space' yesterday. For those of you who don't know it, Office Space is a cult movie from the guy who brought you "Beavis and Butthead" - but don't let that put you off! It's a satirical look at office politics, management and employee dissatisfaction - sort of a real life 'Dilbert'.

The reason I bring this up is because of an incident that occurs in the opening 5 minutes of the movie. Peter - the 'hero' arrives at work and is confronted by his boss. The boss is a typical 1990's senior manager - red braces, blue shirt with white cuffs and collars, and a pot of coffee perpetually to hand. Every conversation starts as follows 'So, what's happening? Aahh, now, I'm going to need you to go ahead and......'.

The reason I mention this is because the first exchange in the movie refers to some mysterious 'TPS Reports'. The boss wants to know why Peter didn't put the new style cover sheet on the TPS Reports. Peter said he forgot. The boss wants to know if he got the memo. Peter said he did, he just forgot but the problem has been sorted out already. The boss says "I'm going to go ahead and make sure you get another copy of the memo".

Moments later another of Peter's bosses (he has 8) passes by and has a similar conversation. "Didn't you get the memo?". Etc. . . . .

So what has this got to do with process?

Well, very simply it's a case where the process is broken and doesn't need to be followed. Let me explain. At no point in the discussion is anyone concerned about whether the TPS reports are accurate (or even if they have been produced to the correct standard), all everyone is concerned about is the fact that one guy didn't put the correct cover page on the report. The process probably says something along the lines of 'Add a cover page according to the defined format'. As such you would imagine that following the process would be paramount to someone like me, a business process consultant. But in this case I would say that the process is wrong. Or more to the point, the focus of the process is wrong. Having two guys approach you to tell you that you didn't put the correct cover sheet on a report is focusing on the wrong thing.

The flip side of this, of course, is that the cover sheet may be an integral part of the process which allows later stages of the process to work appropriately. It may contain, for example, a routing slip for the report, or a quality approval signature. In this case putting the wrong cover on the report would be important.

But this is where common sense needs to take over. The implication from the initial discussion is that there has been a 'new' cover sheet for the TPS reports. The old one has been superceded. But what was wrong with the old one? Why was the change made? Was it crucial to the process that the cover page was changed? If it was then it is important that the process is followed.

Otherwise: 'Meh' (As the venacular goes nowadays)

Are you focusing on the wrong parts of your process?

(Photo courtesy of St3ve)

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Reminder: 'The Perfect Process Project' is still available. Don't miss the chance to get this valuable insight into how to make business processes work for you.

Click this link and follow the instructions to get this book.

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For more about me check out my "About Me' page

All information is Copyright (C) G Comerford

What's "Best" in "Best Practice"?

How does "Best Practice" come to be? Is it just an example of "most common practice"?

It's a question I often ponder when confronted by "guru's" who talk about following "Best Practice". Oh, don't get me wrong, I think there are certainly bad ways of doing anything and, therefore, there are better ways of doing something. But does this constitute a "Best Practice"?

The problem I have with "Best Practice" is that it isn't always "best". Often times it's one company succeeding in a business then being approached by others wanting to know how they've done it. The company provides examples of their 'practice', it gets assimilated by the inquirer and disseminated to others. This becomes "Best Practice".

But let's review this. When somebody (usually your competitor) comes calling looking for "Best Practice", do you actually give them what they need? Do you provide them with your trade secrets? (When you're at trade shows how open are you? I know companies I've worked for have had strict 'non-disclosure' practices when not amongst internal people). You end up providing them with some stuff that shows how things work basically but doesn't give away the farm (as they say). So how can this provide "Best Practice"?

It doesn't.

ERP manufacturers (and similar) tend to try and define a 'set way' of doing things which allows them to define their software along those lines: Check out any CRM product for example and you'll see that it mandates a particular way of operating (within boundaries). Major accounting or order processing systems are also similar.

So is this really "Best Practice"?

I put it to you that "Best Practice" is actually a combination of sub-optimal process definitions married together with a predefined logic flow mandated by a program.

Consider this: Nobody actually has a "Best Practice". By definition it comes from the collected will of the participants. But even then there are usually many ways of doing something - so much so that it is actually 'common' practice. This will result in a best practice being an amalgamation of various ways of doing things. On top of that the way things are done will, oftentimes, be influenced by the software someone is using to do that thing. If this software mandates a particular methodology then this will influence "Best Practice"

Think of a situation where everyone was doing something one way - "Best Practice" - when it was discovered that this was the wrong way to do it.

• How about trying to motivate people by paying them more. It was considered the way to motivate people until it was discovered that money is a hygiene factor not a motivator (i.e. they prevent dissatisfaction only when present instead of increasing satisfaction)
• What about smoking? Look back at films, TV series, adverts and even literature of the last century. Everyone smoked. It was considered a "Best Practice" to be seen with a cigarette in your hand or hanging from your lips. This went on for years and years. Then someone discovered that it wasn't actually good for you and it stopped becoming a best practice.
• Did you know, for example, that up until the 1950's it was best practice when driving a car to not wear a seat belt. It was thought that the best chance of survival was through being thrown clear of an accident.

So I put my initial question to you again

What's "Best" in "Best Practice"?

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Reminder: 'The Perfect Process Project' is still available. Don't miss the chance to get this valuable insight into how to make business processes work for you.

Click this link and follow the instructions to get this book.

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The poll results are in!

Well, I can't say I'm surprised at the results, but guess what: There are two winners of the poll!

"Lack of senior management buy-in" and "Resistance to change" came out equal amongst voters in the Process Cafe poll (Note: This poll is scientifically and statistically insignificant with the number of votes registered, but it's a good indication anyway)

So what can we deduce from this?

How about this:

A lot of people know in advance what the problems are going to be and they continue to let those problems rule.

Surely if there is going to be a lack of management buy-in to the change then the business case for the change hasn't been adequately proven. Remember the old IBM advert where the CEO asked the tech guy "Why should we do this?" and the geek responded, hesitantly "Every dollar you invest will save 2 dollars on your bottom line". Now THAT'S a business case that senior management can buy in to. If your project can't put up that sort of business case then you won't get the senior management buy-in and your project will fail.

Resistance to change would seem to be a bigger issue. But looking deeper down we find the same underlying reason.

There is no compelling reason for someone to change

If I said to you "At the moment you are comfortable driving around in your Toyota Corolla, using $30 of gas a week and having the reliability you need, but I want to take your Corolla and give you a TVR. It's much faster, handles better and makes a nicer noise" Of course you're going to resist. You know it's going to cost more to run, more to service and will probably break down (TVR's have that reputation). So you are going to resist.

However, if I came to you and said "I am going to give you a new car, run it for you for a year, pay all the costs and ask for your feedback at the end of it" I guarantee you'll get less resistance to change. There's more of the 'what's in it for me' being displayed in that option.

Fundamentally resistance to change and lack of management buy-in are the same issue

So what projects are you working on at the moment that are displaying either of those traits...?


For more about me check out my "About Me' page

All information is Copyright (C) G Comerford

Competition - Win a copy of "The Perfect Process Project"

The results of the poll are almost ready to be posted and will appear here tomorrow.

In the mean time, and to get your thought processes flowing, I am running a quick competition.

This is your chance to win a free copy of my eBook "The Perfect Process Project"

It's more about timing than anything else - as well as the ability to follow a defined process.

The first 2 readers to follow the process steps below correctly will get the ebook e-mailed to them by me. In addition, the 8th, 23rd and 45th person will also get the ebook.

Here's what you need to do:

1) Find the link on the left to subscribe by e-mail.
2) Enter your (valid) email address and click the subscribe button
3) On the following screen enter the 'captcha' information (to prevent spam)
4) In the appropriate fields at the bottom enter your first name and (THIS IS THE KEY BIT) Enter the word 'Competition' in the 'Last name' field
5) Click the "Subscribe me' button
6) Go to your email and confirm your subscription

I will receive a notification of all new subscriptions. The first 2 to hit my in-box with the word 'competition' as a second name will win the ebook, as will the 8th, 23rd and 45th.

It's simple.

Have fun and I hope you win!

Small print:
1) My decision is final on this!
2) Order of receipt will be determined according to the official system time allocated to notification emails I receive from Feedblitz (who administer the mail subscriptions)
3) No cash substitute
4) Competition will close when the 45th subscriber is chosen, or September 20th, 12:00 BST, whichever comes first.
5) New subscriber 1, 2, 8, 23 and 45 (as determined by system date of notification email), who enter the word 'competition' as a Last name in the entry fields, will be the only winners of this competition. Entries without the word 'competition' will not be eligible to win.

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Reminder: 'The Perfect Process Project' is still available. Don't miss the chance to get this valuable insight into how to make business processes work for you.

Click this link and follow the instructions to get this book.

---

For more about me check out my "About Me' page

All information is Copyright (C) G Comerford