利用SNS和Web2.0工具扩大业务流程管理在企业内部的影响.pptVIP

Source: MGM (/) Source: MGM (/) Source: Chaim Zins’ Homepage (http://www.success.co.il/knowledge/languages/index.html) Source: MGM (/) Source: Wikipedia Source: Panviva (/) Source: MGM (/) * Entire contents ? 2010? Forrester Research, Inc. All rights reserved. Teleconference Leverage Social And Web 2.0 Tools To Maximize BPM Impact Clay Richardson Senior Analyst Forrester Research June 29, 2010. Call in at 12:55 p.m. Eastern time Clay Richardson Senior AnalystForrester Research Serving Business Process Professionals Economic forces pushing many firms to take the BPM journey Source: Enterprise And SMB Software Survey, North America And Europe, Q4 2009 Base: 227 enterprise and SMB IT decision-makers “Which of the following have been major drivers for your BPM initiative?” Oh, we’re off to see the Wizard! . . . and process professionals face many obstacles on the way to Oz End useradoption Process skills Time to value Consensus log jams Traditional BPM emphasizes “top-down” Process reengineering opportunities identified by management Processes changed and automated by technologists New processes pushed onto employees and customers Process populism turning traditional BPM on its head Behaviors 74% use a laptop, 31% use a smartphone. 49% use IM; 25% use social networks for work. Use devices from five locations on average Characteristics 28% of the information workforce Manager, marketing, sales College or post-graduate degree Opportunities Provide more telecommuting support Some would like mobile Web conferencing Candidate for bring-your-own computer “Give me the tools to stay in touch and be productive no matter where I am.” Meet Michael, he’s leading the revolution Case example: gourmet coffee chain Challenge Promotions department using spreadsheets to manage critical processes IT resources unavailable due to large-scale ERP rollout Populist move Department went outside of IT to build solution Built solution using cloud-based process discovery and de