It’s been six years since some of us started soapboxing about ACM vs BPM.
I don’t see much of a change –we continue to see folks trying to shoehorn BPM into all kinds of initiatives where end-to-end “solutions” are being proposed for work that does not have a convenient a start point and where pathways do not dovetail into a single “objective” and we continue to see proposals to dismantle silos by transitioning to “flat organizational structures”.
Keep the silos!
Silos are nothing more than pools of specialty resources – silos can be centers of excellence, they are great for mentoring and their residents can easily come out of their silos, apply their knowledge/skills to run time initiatives and then go back to their silos.
If you think about it, there is not much difference in a digital world between a handoff of work within a silo (i.e. change of shift) and a handoff between silos.
All work involves the transformation of inputs to outputs and we have R.A.L.B. (auto-resource allocation, leveling and balancing) software that pretty much sees to it that things do not fall between the cracks, so it really does not matter where knowledge/skills are parked.
Of course, hierarchical, project, matrix and “flat” organizational structures all have pluses and minuses.
Consultants who transition from BPM to ACM/BPM typically do not find it distracting to work within less than optimum organizational structures.
Changing organizational structures is best left to change management consultants – it’s not easy to transition from one organizational structure to another without going through a corporate cultural change.