Samantha Searle

“Designing Socially-Enabled Processes” was the first topic that the BPM team covered with our European clients during a workshop at the Gartner Symposium in Barcelona this week. Elise Olding, Teresa Jones and I ran a workshop aimed at helping participants to understand what is required to design socially-enabled processes. To understand what Gartner means by social BPM, Gartner clients should read “Social BPM: Design By Doing” and “Social BPM: Getting to Doing”.

The workshop explored how to design socially-enabled processes from a number of perspectives: roles and skills, candidate processes for social BPM, how to implement social BPM to drive awareness and gain adoption and how to measure its impact. This blog post (the first of two blogs on our Social BPM workshop) will cover the key workshop findings from discussions on Social BPM roles and skills and which processes are most suitable for social BPM.

What roles and skilled are required to design and implement socially-enabled processes?

Social BPM requires people to think different about how they get work done. A good suggestion was made to develop the role of an “insight manager”, whose purpose is to understand how customers, partners and employees interact with the company’s processes to get work done. Another idea was to provide reverse mentoring to those who are unfamiliar with social networking to help them adjust to a different way of working.

Governance is also key because social BPM encourages collective ownership for decision-making. Use it to identify and empower process owners responsible for process performance and output. When dealing with external processes, use governance to enforce a social media policy that discourages risk averse behaviour when interacting with customers in a public forum.

What areas and processes are best suited to social BPM?

• HR processes such as employee onboarding and talent management
• IT services problem management
• CRM processes such as customer product/service delivery or customer problem resolution
• Innovation processes (as described in “Case Study: Innovation Squared: The Department for Work and Pensions Turns Innovation Into a Game”)
• Any cross-boundary processes that interacts with more than one business unit

Elise also ran the same workshop at Orlando Symposium with Jim Sinur and Michele Cantara. Jim summarised the key findings on roles and skills from their workshop in his blog post: “Social BPM Workshop: Roles and Skills“.

Look out for my second blog post tomorrow, entitled “Social BPM Workshop Part 2: Socially-Enabled Processes Accelerate Decision-Making and Problem-Solving”.

Any further comments are welcome here or via Twitter (@scsearle)

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Category: Uncategorized     Tags: bpi, bpm, collaboration, process improvement, social

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