Hans De Visser The Business Operations Imperative

22-10-2008

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Founding Sponsors

This Presentation Courtesy of the

International SOA Symposium

October 7-8, 2008 Amsterdam Arena

www.soasymposium.com

[email protected]

Gold Sponsors

Platinum Sponsors

Silver Sponsors

“It’s not what you do – it’s how you do what you do”Rethinking Business Operations

Hans de Visser Jon Pyke, CSO

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3 © 2008 Cordys Software B.V.

About Jon and me…

• Different physique

• Same passion


The Four Key Game Changing Trends

• ConsumerizationThe practical delivery of (consumer/business) business processes as services on a major scale, exploiting the Internet as the delivery channel.

• CommoditizationHigh volume consumer & business processes/services delivered over the Internet with commodity economics.

• VirtualizationNew freedoms to create, source, assemble business processes flexibly, at lower cost/higher speed of change, upping business agility – the opportunity for process management on-demand

• GlobalizationCompetitive access to the white collar talent pools of the world made relatively simple for the first time in history.

Source: Dr Richard Sykes

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Great Britain...in 1900

Name this Country….

• Richest in the world

• Largest military

• Center for world business trade

• Strongest education system

• World center for innovation and invention

• Currency the world standard of value

• Highest standard of living


With the opening up of China,

India and the former

Soviet Union…

…three billion new capitalists

have entered

the workforce

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How do you compete

in a global economy?


The Process Challenge

Processes – good processes - are key to success

• Suppose Nicholas Carr[1] was right

• IT no longer matters!

• Just gets you to the “me too” stage

• Doesn’t give you the competitive edge

Harvard Business Review, Publication Date: May 1, 2003 Author(s): Nicholas G. Carr Type: Harvard Business Review Article

http://harvardbusinessonline.hbsp.harvard.edu/b02/en/includes/search_link.jhtml;jsessionid=W5Y1F1UQNFAG2CTEQENSELQ?author=Nicholas G. Carr

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The Process Challenge

• Scarcity of a resource makes it strategic

• Gain and edge by doing something better

• BPM helps you do that

• Good processes are scarce

• Management of them even scarcer

Single view of the business

Optimize allocation of scarce resources

Ability to flex operations


It’s Not What You Do

• Efficiency stems from predictability

• Today’s business environment is not predictable

• Rigid adherence to process is

• Good – Ensures compliance adherence

• Bad – Doesn’t enable agility

• End up like the UK in 2000 instead of 1900

• Can’t afford to be complacent

A UK citizen at Terminal 5:

“This is quite speaking for the

state of our nation: Very shiny

but nothing really works.”

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It’s How You Do It - The Problem You Face…

Duplication of activities and processes

• Everything locked away in old environments• Even those of you using BPM

• Difficult to reuse or share anything

• Continue to execute non-core processes

• Difficult to outsource

Harvard Business Review, Publication Date: June 1, 2008 Author(s): Merrifield et al Type: Harvard Business Review Article


Your Choice

“Do I want to build to keep?”

OR: “Do I want to build to change?”

OR: “Do I want to be truly innovative?”

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Re-engineering for 20+ years


Accelerate Time to Value.

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Change the way we do what we do…


Customers

Business Operations Platform

The Business Operations Platform

BPMS BAM

Managers Staff

Business Services

MDM Case Mgmt RulesGUI

MashupsSOA Grid

Composite Apps

Business

Logic,

Metadata

and UI

Proactive

KPI &

threshold

Management

Single View

of

Enterprise

Data Model

SOA from

the

Ground

up for true

Linear

Scalability

Visualisation of Performance

Suppliers

Supports Dynamic

Business ProcessesMashups for improved

productivity

Model Driven

ERP CRM LegacyApp’s

Corporate Data

Claims Products

Integrated

Business

Rules

Engine

https://www.salesforce.com/products/

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OK So What?

How does a BOP

help solve the big issues

within the process driven organization?


How Do We Change the Way We Do What We Do?

• Process not the end of the road

• Business Activities/Services that make up the process

• Business Services next step in productivity gains

• Eliminate complex processes

• Concentrate on the Skinny

• Drive Maximum pay-back from existing IT Estate

• Process Enabled Business Services is key

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How Do You Do That?

Reuse of Business Services is key

Traditional Services reuse

Simple RPC call

Get data + Put Data

Business Service Reuse includes:

• Process Models

• Business Logic

• SLA’s

• KPI’s

• Metadata

• Security


The Business Operations Platform Imperative

• The Business Operations Platform enables:

• Build process from reusable Business Services

• Share discrete services and processes internally and

externally

• Buy or sell services

• Use dynamically built processes as needed

• On Demand

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Adding “USB” Process Connectors


Only Then will You Be Able to Compete

• Flex business operations at the time you need to

• Drive maximum value from what you have

• Reduce redundancy

• Drive down costs

• Be more responsive

• KNOW WHAT YOUR CUSTOMER NEEDS BEFORE THEY DO

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You will Know When You are There

• Proactive not Reactive

• Single Seamless Environment

• Linking and sharing of systems and resources

• Skinny Processes

• Dynamic Exception Management

• KPI’s and Dashboards providing status of the Chain


To summarize

• The Business Operations Platform unifies the world of integration, business process management, development of composite applications and presentation.

• The Business Operations Platform abstracts underlying IT assets and synchronize different change cycles

• The Business Operations Platform helps you to fundamentally improve speed of change

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Thank You

Hans De Visser The Business Operations Imperative

Technology

Transcript of Hans De Visser The Business Operations Imperative