Social BPM
Work, Planning and Collaboration Under the Impact of Social Technology
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by Keith D. Swenson, Nathaniel Palmer, Sandy Kemsley
Keith Harrison-Broninski, Max Pucher, Manoj Das, et al
Foreword by Clay Richardson
Edited by Layna Fischer
ISBN: 978-0-9819870-8-8
Publication date: Launching at Social Business Forum 2011 on June 8, Milan Italy.
Size: 7"x 10"
Pages: 234 pages
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Business Process Management and Workflow are, by their very nature, social activities. The collaboration and communication patterns that are now increasingly referred to as “social computing” were also fundamental to the BPM and workflow models of the early 1990s. Yet it has been the recent explosion of social computing and accompanying success of social production, from Linux to Wikipedia, and Facebook to Twitter, which has the most dramatic impact collaboration in business environments.
Today we see the transformation of both the look and feel of BPM technologies along the lines of social media, as well as the increasing adoption of social tools and techniques democratizing process development and design. It is along these two trend lines; the evolution of system interfaces and the increased engagement of stakeholders in process improvement, that Social BPM has taken shape.
As explained by WfMC Fellow Dr. Michael zur Muehlen, “If you only focus on streamlining process execution and making it as efficient as possible the social aspect diminishes. But if you consider process discovery, the development of a shared understanding of what your operations look like, and monitoring your process environment, then social plays a big role. Social is all about providing context, a rich environment of data points that a streamlined workflow would be lacking otherwise. The challenge is to make this context useful, both from a social networking perspective and from an unstructured data perspective.”
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The Quantum Organization:
How Social Technology will Displace the Newtonian View
Keith Swenson, Vice President of R&D, Fujitsu America Inc.
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We find ourselves standing on the crux of a change so profound that it will affect every aspect of our working lives. It is a change in the very way that we think about organizations and how people interact within organizations.
While this book is about technology that is used in the workplace, the root of the change is not a technological one. It is a change in how organizations work. The old way of viewing the workings of an organization was founded in the revolutionary ideas of Newton and Descartes, which brought about organizational structure in the Industrial Revolution. But Industrial Revolution ideas are being replaced by Information Revolution ideas, and management is feeling a crisis similar to that felt by physicists when the Newtonian view of the universe was replaced by a quantum view of the universe. We can use this shift in the field of physics as a parallel that illustrates the same kinds of changes that management science and information technology are seeing today.
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