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Architecture & Governance II – There’s something about BPM…

Submitted by sanoojk on Sat, 2011-12-10 16:09

There’s something about BPM… that’s missing…

This post is definitely not my “eureka moment”. No such great discovery coming from me yet.

After all I am neither in my bath nor am I running around naked.


But, I have tried to define processes. Modeled them in EPC and BPMN and yet somewhere I face the frustration of not having got it just right. There is always some cross-link missing or some exception not managed. Arguments have advised me to focus on the 80% of Pareto’s law. However, if we are to run a 100 million dollar business, that 20% is a whopping 20 million dollars! For sure, I do not want to be the one losing that 20 million.


This is where your Business Architecture or also known in some corners as Business Process Architecture kicks in to help you structure your processes. Conventional Architectures start from the top and they tend to start with a Service. As some call it a Service, others have gone on to call them Process Landscapes, Process Areas or Scenarios. Ultimately and fundamentally they are on the same page and a typical such architecture is shown below:


However, I disagree with this model because this starts from what we want to serve our customer and not vice versa.


This is where it happened to me. It happens to all of us. We learn many things during our academic and vocational journeys that we leave behind and then suddenly it pops up out of the blue and knocks us so hard that we wonder why didn’t we think of it before.


My moment came to me during a recent marketing workshop where some of the marketing jargon lead me back to the basics of marketing. It’s all about the needs and wants of a customer. If we only have to cater to what the customer needs, great. If the competition also caters to the customer’s needs, then we have to give them what they want.


This was missing from the above architecture. It starts with a “sales orientation” by aiming to deliver what we have to serve them. What we must put in place is definitely a “market orientation“.


One must move from a “push to customer” architectural principle to a “pushed or pulled by customer” principle. Thus, our business architecture starts from the customers needs or wants as defined by the diagram below:


I believe a business always starts with the customer and if the customer wishes, it can always be brought to an end. Hence, applying the basics learnt from our marketing classes in our business architecture, we go closer to the customer and the closer we are to our customer, the closer we are to our objectives.


The original article can also be read at theinformationmanager

Sanooj Kutty
AIIM Ambassador, Business Process Management Practitioner and Electronic Records Management Specialist. He has worked in India and the Middle East in varying roles covering Business Development, Business Analysis, Business Architecture and Project Management.
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