How Low Can You Go?  – Part I


I’ve been following /participating in various recent BPM.com discussions relating to no-code/low-code.Limbo

Lots of posturing by vendors and product champions re run-time platforms they are promoting or using as well as posturing re process mapping environments they are promoting / using.

Clearly, if you are a software vendor whose software suite requires a lot of coding, you are not going to jump onto a low-code/no-code bandwagon. Your pitch is going to be “coding gives flexibility”.

If you are a vendor of a no-code/low-code software suite you are going to focus on attracting customers who can live with whatever limitations come with your environment. Your pitch is going to be  . . . “Look, Ma, no hands!”

Bottom line, the world of BPM divides into two groups, both happy with BPM , both much better off than those who have not yet “discovered” BPM.

Problems and fails arise when a corporation picks a no-code/low-code environment and later identifies “must-have” needs that the environment cannot handle.

And, problems and fails arise when a corporation that picks a “high-code” environment but finds that they are unable to manage the environment.

The question becomes “How low can you go?” (i.e. what are the minimum needs for practicing BPM?)

We will explore in upcoming blog posts, what most corporations need in the area of BPM process mapping, followed by Case Manager/knowledge worker needs in the areas of  ACM (Adaptive Case Management) and, finally, what corporate planners and corporate governance boards need for building, sustaining and improving corporate competitive advantage.

Clearly we want BPM to support ACM, and we want ACM to contribute to improving competitive advantage.

Don’t look for a direct link between operational initiatives management and corporate competitive advantage building, sustaining and improvement – there is none.

How Low Can You Go?  – Part II – BPM essentials

How Low Can You Go?  – Part III – Case Management essentials

How Low Can You Go?  – Part IV – Essentials for building, sustaining & improving corporate competitive advantage.

Photo by : Anneli Salo

About kwkeirstead@civerex.com

Management consultant and process control engineer (MSc EE) with a focus on bridging the gap between operations and strategy in the areas of major crimes case management, critical infrastructure protection, healthcare services delivery, and b2b/b2c/b2d transactions. (C) 2010-2018 Karl Walter Keirstead, P. Eng. All rights reserved. The opinions expressed here are those of the author, and are not connected with Jay-Kell Technologies Inc, Civerex Systems Inc. (Canada), Civerex Systems Inc. (USA) or CvX Productions.
This entry was posted in Adaptive Case Management, Business Process Management, Case Management, Competitive Advantage, Decision Making, Enterprise Content Management, FOMM, Knowledge Bases, Operational Efficiency, Risk Analysis, Strategic Planning. Bookmark the permalink.

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