1. B PM - The Tipping Po
int
B ru William
ce s
N o e be 21
v m r 01

2. B PM is a m re e
atu , stablishe practice - right?
d
o way back in 1 978, M ichael Z isman's thesis at the U niversity of P ennsylvania outlined "the first
moder wor
n kflow system."
o in 1 984 I D S S heer was founded and applied the term “B P M ” to their A rchitecture for
information S ystems (I D S ).
o T en years ago, R oger B urlton’s “B P M : P rofiting from P rocess” and peter F ingar’s “T he
T hir W ave” for
d mally defined the genr T her ar now O ver 300 books published on B P M .
e. e e
o N umerous boutique and pure-play vendors are in the B P M S market. A ll the top software
vendor - I B M , O r
s acle, S A P , S oftwar A G - have B P M offer
e ings. I t’s a multi-
billion dollar S oftwar M ar
e ket.
o A ll the top consultancies have B P M practices.
o 92% of the F ortune-500 own some form of B P M software.
o 56% of the F ortune-500 told I nformation W eek last year that B P M was a “top priority”.
→ T he term “B P M ” returns over 55 million results in a google search - about the same as “M ichael
J ordan”, “electr guitar and “P luto”.
ic ”,
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3. T !
se
N O
S o w all u B PM e e day to ru o r bu sse
e v ry n u sine s!
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4. What? B PM I sn’t M ainstre ?
am
→ E veryone isn’t clamoring for bpm.
→ it’s not a standard/default business approach.
→ C orporate I .t. isn’t naturally building B P M apps.
→ B P M P rojects aren’t routinely delivering high value.
→ P rojects don’t evolve into programs and initiatives.
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e

5. Despite all the pro ise histo
m , ry
and e e
v rything acco plishe to date -
m d
B PM H A sn’t ye re d the tipping po
t ache int.
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6. B PM I S
here
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7. W e wan
t to be he
r!
e
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8. We kno B PM is m
’ll w ainstre w n:
am he
→ E veryone is clamoring for it.
→ it is a standard/default business approach.
→ C orporate I .t. is naturally building B P M apps.
→ B P M P rojects are routinely delivering high value.
→ P rojects do evolve into programs and initiatives.
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e

9. S o What’s ho
, lding B PM fro Tipping?
m
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10. what’s holding B PM fro tipping?
m
1 . D o enough people know what it is?
→A sk thr executives what “B P M ” stands for
ee .
→A sk thr I T staffer what B P M is.
ee s
→A sk thr lean six sigma black belts.
ee
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11. what’s holding B PM fro tipping?
m
2. D o people know why it’s important?
→ to their business.
→ to their function or department.
→ to them - P ersonally.
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12. what’s holding B PM fro tipping?
m
3. D o people know how B P M works?
→ W ho owns it. who uses it.
→ how it shapes your business.
→ what clear impacts it makes.
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13. what’s holding B PM fro tipping?
m
4. D o people know when & how to apply bpm?
→ how to model & analyze business processes.
→ how to measur and optimize pr
e ocess per mance.
for
→ how to orchestr automated wor
ate kflows.
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14. what’s holding B PM fro tipping?
m
5. I S B P M suppor & r
ted einforced?
→ ar the r people officially endor it?
e ight sing
→ is it fashionable to be a B P M ’E r?
→ do the social nor make it the attr
ms active option?
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15. and so here we ar .
e
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16. What’s it man to re the tipping po
e ach int?
o “tipping point” is an epidemiological term.
→ T he moment when a vir r
us eaches critical mass - when it becomes an epidemic.
o I n a S ocial S ystem:
→ the existence of sufficient momentum such that the movement becomes self-sustaining
and creates further growth.
o I n technology:
→ I deas and behaviors and new products move through a population very much like a
disease does.
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17. A lso kno n as “Cro
w ssing the Chasm”
(c) G eoffr W . M oore, 1 991 .
ey
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18. Ex ple o Te lo s re
am s f chno gie aching the tipping po
int
1 994: O pen systems
1 996: N etscape and the B rowser
1 998: T he web
1 999: J ava
2002: portable D igital M usic: the Í pod
2005: S oftware-as-a-S ervice
2007: L C D T elevisions
2008: T he Í phone
201 0: the Í P ad
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19. • L e lok at the scie o tipping.
t’s o nce f
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20. What m s so e
ake mthing ‘tip’?
I t all boils down to thr simple things:
ee
1. T he L aw of the few.
2. T he stickiness factor.
3. T he power of context.
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21. P ar
eo
t
The law o the fe
f w L aw ’ s
I t dosn’t take e e ne - ju the o s that m r.
e v ryo st ne atte
T hr classes of cr
ee itical enablers:
o M avens - the E xperts, helpers, advisors, translators.
o C onnectors - the networkers, communicators.
o S alesmen - T he advocates, encouragers.
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22. The stickine facto
ss r
it’s ju irre
st sistible - yo ’v go hav it!
u e tta e
P eople can’t get it out of their minds.
o M emorable - something about it; you just can’t forget.
o F ashionable - people want to be associated with it.
o U nderstandable – it’s ingestible, it makes sense.
o E quated with success - strong self-identifications.
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23. The po e o co x
wr f nte t
S itu n and co x are mre im rtant than fu
atio nte t o po ndamntal traits.
e
E pidemics ar highly sensitive to the cir
e cumstances and conditions of when and where
they occur.
o J ust T he right thing at J ust the right time.
o A pplied in just the right place.
o W ith great attention to the detail that make it effective
o A voiding fundamental attribution error.
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24. What m s B PM a “tipping po
ake int” candidate?
I t’s r for an epidemic type of phenomenon - to cr the chasm.
ipe oss
I s everyone satisfied with the status quo?
→ N ope - just stuck in the way we do things now.
I S B P M the O N L Y way to get these things done?
→ N o. it’s disruptive, requires new ways of working.
A re ther reasonable alter
e natives to B P M ?
→ N ot really. the alternatives ar cumber
e some, clumsy.
D oes it wor I s it proven?
k?
→ yes. B ut not many people know how to do it.
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25. S o ho dos bpm re the tipping po
w e ach int?
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26. The L aw o the F e :
f w me
av ns
cultivate exper and M ake sur they’r available and helpful!
ts, e e
o P rocess modelers - the business is processes.
o process measurers - kpi’s, c&E , andon “wonks”.
o S ervice-orchestrators - assembling solutions quickly.
o T ool-M ongers - so no one gets hung up.
o L ean-A gile managers - the quick path to capability.
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27. The L aw o the F e :
f w co cto
nne rs
conscript the connector H ave them networ
s. king and socializing!
o U tilize all the informal channels…
o S elect the key C ommunities of importance.
o F unctions or departments
o K ey P roduct lines
o I nvolve the most R espected, most-admired people.
o F ind people who know what customers want.
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28. The L aw o the F e :
f w S ale e
smn
W ho’s selling B P m for you?
O nce you connect to the r people and communities, someone must per
ight suade them
of bP M ’s superior ity.
o T ranslate the message of the technologists and innovators into something the
r of us under
est stand.
o D eliver passionate messages consistently.
→ L evel: create simple stories - omit distracting details.
→ S harpen: focus on what creates deeper meaning.
→ A ssimilate: set it into a frame of reference.
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29. The stickine facto
ss r
m bpm abso te irre
ake lu ly sistible - so pe ple ju hav to hav it!
o st e e
o C onnect emotionally - apply the K ano M odel.
o M ake it M emorable - give it a better name!
o M ake it F ashionable – modeling is sexy!
o A doptable - M ake it easy to do and to have.
o E quate it with success - personal success & advancement
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30. The po e o co x
wr f nte t
A pplying B PM in the right situ n and co x is far mre im rtant than
atio nte t o po
its fundamntal fe re and traits.
e atu s
o D on’t try to do it everywhere - J ust I n key places.
o A lways equate B P M with success and happiness.
o A pply B P M in high-profile, highly-visible domains.
o U se B P M to positively affect your customers.
o G enerate compelling, measurable business value.
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31. A n e m isn’t the sam as m e change
pide ic e anag d .
→ you’re setting conditions and igniting a flash point.
→ You’re infecting your audience in a small but critical way.
→ You’re focused on highly localized movements and energies.
→ T he setting and context is as important as the people.
→ the timing of events is key to creating momentum.
→ You’re rooting an idea into the culture - including artifacts
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32. ho are yo go to pu B PM o e the to
w u ing sh vr p?
L aw of the few: W ho will dr adoption.
ive
M avens - the E xperts, helper advisors, translator
s, s.
C onnectors - the networkers, communicators.
S alesmen – to level, shar and assimilate the messages.
pen
S tickiness F actor how you’ll make B P M I rr
: esistible.
M emorable, undeniable, sexy, fashionable, adoptable.
P ower of C ontext: the way to M ake it local and incremental.
key events, places, wins - with effective timing and impacts.
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33. S e yo o the o r side
e u n the !
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