Name: Vinaykumar Mummigatti
Posts by Vinaykumar Mummigatti:
Next Generation Social Media: Aligning Business Processes to Social Intelligence – Part 2
January 21st, 2011In the first part of this series of post, we had discussed on how social media is rapidly gaining ground and extending its influence sphere. In continuation to the earlier post, this post will delve on the deepening influence of social media in an enterprise value chain, by aligning business process for social intelligence.
Evolving Enterprise Value Chain
A great validation of the Mobile use of Facebook is that 60% of subscribers access through mobile browsers and most active mobile users are in Indonesia, South Africa, Kenya, Canada and the US, where at least 60% of Facebook users spend just as much time on a mobile device as on the desktop. The collaboration between social media tools and mobile operators and app developers has created a revolution in the adoption rate of social media across the deepest parts of developing and developed worlds alike. Read the rest of this entry “
Next Generation Social Media: Aligning Business Processes to Social Intelligence – Part 1
January 14th, 2011The topic of social media is going through a major hype. There is so much buzz around social tools that everyone wants to be a part of this bandwagon. As enterprises try to catch up with the buzz, many companies are starting to realize that it is difficult to define tangible business outcomes around social media investments. Moving beyond basic marketing and brand awareness through social media is becoming a challenge. Recently we have started seeing some focus on social intelligence and social analytics, which are helping companies, move one step closer to defining a goal-oriented strategy around social media. Read the rest of this entry “
BPM in 2010- A milestone for getting into the mainstream
December 23rd, 2010Well, one more momentous year for BPM is coming to an end. With many new possibilities of BPM applications and the overall awakening in the technology vendor market for BPM, we are seeing a significant change in BPM focus. It is a good time now to retrospect on the BPM developments during the year.
Process Patterns for Innovation – Enabling Innovation through a repeatable approach
December 16th, 2010Innovation is ingrained in all aspects of business and needs to be promoted, prompted and nurtured as a culture and a conscious activity. Most enterprises are facing the question of how do we bring a discipline around innovation and facilitate the process so that it does not remain as a branding or R&D activity.
As we scan the different industry segments, there are processes that cut across lead-to-order, order -to-cash, and trouble-to-resolve areas in all organizations. Each of these broader areas consists of many individual processes. In each of these processes, there is an opportunity to identify gaps or improvement areas around which innovation can be triggered. What are the innovation drivers? Launch of new products, improving the speed to market, optimizing costs, improving user experience and creating new markets are some of the drivers. Every step in an existing process that touches one of these should be tagged for promoting innovation. Read the rest of this entry “
Process Excellence Initiatives V/s BPMS Implementations
November 10th, 2010Note: This blog post originally appeared at BPM-Shared Experiences and Learnings
Big-bang process excellence initiatives are being undertaken in many large enterprises. Usually these are driven by Six Sigma leaders, Operations team or Strategy teams. The goal is mainly to establish a linkage in cross functional business processes and derive a value chain. These initiatives are taken as one off activities and usually have time bound intensity. Usually these initiatives cover large number of processes and the goal is around establishing a baseline and not so much about transformation.
On the other hand the business and IT teams undertake multiple initiatives which are focused on automation around certain process areas. These activities are centered around BPMS implementations and may or may not leverage the process excellence initiatives. Read the rest of this entry “
BPM Governance: An important step towards reduced BPM Project Failures
October 27th, 2010Note: This blog post originally appeared at BPM-Shared Experiences and Learnings
Many of our client meetings and in flight project reviews have been focused on issues around governance. The topic of BPM governance is becoming every BPM program managers’ key need. Mostly, BPM governance is being discussed in various forums but seldom have we seen a tangible action plan or investments in BPM governance. Many clients are expressing their pains without being able to articulate the relevance to governance. In most scenarios, the problems surface after the first project has been rolled into production and we start spawning multiple BPM initiatives in parallel. The excitement of rolling the first project into production soon leads to frustration as we are unable to repeat what we did in the first project as well as scale the different constituents around SDLC, infrastructure, support, QA and staffing. Read the rest of this entry “
Selecting the Right BPM Technology: Challenges & Approach
July 22nd, 2010As organizations adopt Business Process Management (BPM) as a transformation initiative, they are faced with the challenge of choosing the right BPM technology/product. This decision can be made at the Line of Business (LOB) level or at the enterprise level depending on the urgency and the intended level of adoption. After a major consolidation in the BPM products market over the last 3-4 years, the market today has about 20 major players. Some of them are pure-play vendors and others are enterprise stack vendors. Organizations typically face a few key challenges in navigating the BPM technology selection process Read the rest of this entry “
