The Process Of Survival
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The Process of Survival The Flexible Business
Clive Longbottom, Quocirca Ltd
© January 09 Quocirca Ltd
Overview • How does a business run? • What are the current big impactors? • What can IT do?
© January 09 Quocirca Ltd
How does a business run?
Business Imperative
Business Process Business Task © January 09 Quocirca Ltd
What are the current big impactors? • The Business Imperative is shifting – From “make a load of money” to “survive” • The markets are changing faster than they have done for a long time – Fragility is everywhere – can cash flow be maintained? Will the customers be there? Will suppliers go bust? – Legal regulations are likely to increase • The only way to go forwards is to shift to a processbased model, and away from a monolithic application mindset
© January 09 Quocirca Ltd
What can IT do? • From the business point of view, the imperative drives the processes, which then break down into individual tasks • From the IT point of view, the infrastructure provides an environment where technical capabilities are stored and provisioned • IT has to make sure that it understands the tasks that individuals will be undertaking, and make sure that the technical functions required will be there for them
© January 09 Quocirca Ltd
What does this mean? • A front end process modeller will be required • A back end service oriented architecture provides for dynamic services • Re-use and the avoidance of functional redundancy are key factors • A hybrid on-premise/outsourced model will be the standard • Virtualisation provides the basis for underpinning the different load factors that dynamic processes will require
© January 09 Quocirca Ltd
Prioritising Processes • Drive full automation, or even outsourcing, of commodity processes • Automate differentiated processes by breaking down into tasks • Concentrate new investment into Unique processes Unique processes Differentiated processes
Commodity processes
© January 09 Quocirca Ltd
Conclusions • Key 1 is for the business to define its processes – And for users to know their tasks – Many processes will need renovating, optimising, or replacing • Key 2 is for the tasks and processes to be codified • Key 3 is for technical capabilities to be mapped against task needs • Key 4 is for the holes to be plugged • Key 5 is for the whole situation to be flexible and dynamic for the future © January 09 Quocirca Ltd
Clive Longbottom, Quocirca Ltd
© January 09 Quocirca Ltd
Overview • How does a business run? • What are the current big impactors? • What can IT do?
© January 09 Quocirca Ltd
How does a business run?
Business Imperative
Business Process Business Task © January 09 Quocirca Ltd
What are the current big impactors? • The Business Imperative is shifting – From “make a load of money” to “survive” • The markets are changing faster than they have done for a long time – Fragility is everywhere – can cash flow be maintained? Will the customers be there? Will suppliers go bust? – Legal regulations are likely to increase • The only way to go forwards is to shift to a processbased model, and away from a monolithic application mindset
© January 09 Quocirca Ltd
What can IT do? • From the business point of view, the imperative drives the processes, which then break down into individual tasks • From the IT point of view, the infrastructure provides an environment where technical capabilities are stored and provisioned • IT has to make sure that it understands the tasks that individuals will be undertaking, and make sure that the technical functions required will be there for them
© January 09 Quocirca Ltd
What does this mean? • A front end process modeller will be required • A back end service oriented architecture provides for dynamic services • Re-use and the avoidance of functional redundancy are key factors • A hybrid on-premise/outsourced model will be the standard • Virtualisation provides the basis for underpinning the different load factors that dynamic processes will require
© January 09 Quocirca Ltd
Prioritising Processes • Drive full automation, or even outsourcing, of commodity processes • Automate differentiated processes by breaking down into tasks • Concentrate new investment into Unique processes Unique processes Differentiated processes
Commodity processes
© January 09 Quocirca Ltd
Conclusions • Key 1 is for the business to define its processes – And for users to know their tasks – Many processes will need renovating, optimising, or replacing • Key 2 is for the tasks and processes to be codified • Key 3 is for technical capabilities to be mapped against task needs • Key 4 is for the holes to be plugged • Key 5 is for the whole situation to be flexible and dynamic for the future © January 09 Quocirca Ltd
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