Theories of the Firm – Expanding RBV using 3D free-form search Kbases

RBV (Resource-Based View) is a strategy development theory whose roots go back to the 1980s/1990s with antecedents going back to 1959 “Penrose, E. T. (1959). The Theory of the Growth of the Firm. New York: John Wiley”.

RBV makes the point that to be the best you can be, you have to know what your resources (and capabilities) are before trying to make most effective use of these.

The RBV message basically quits there, leaving prospective firms with the task of figuring out how, exactly, to view their resources both initially and on an ongoing basis.

The thing about resources is they are often scarce and must be shared, so the questions that arise are which resources are being used, to what extent, for which initiatives.

The problem is things can change rapidly. Accordingly, firms need a capability to dynamically allocate/re-allocate resources as they are tracking progress toward meeting strategic objectives and as they are pondering launching new initiatives.

It’s not a stretch to say that large and perhaps not-so-large firms need an inventory of the following “resource/capability” classes – capital, access to capital, land, plant, equipment, tools, intellectual property, know-how, staff, suppliers, customers, competitors, plus changing technology and changing legislation.

Best use of a firm’s resources for initiatives requires making decisions relating to low/high investment, low/high risk, and quick/slow return new initiatives and backing out of initiatives that have taken a wrong turn.

It becomes obvious that we need to know when allocating/re-allocating resources which allocations give the biggest bang for the buck. Firms reasonably do not want to tie up a resource on a low potential initiative, when the resource could be used on a high potential initiative.

Decisions of this type require knowledge which flows from information enhanced by wisdom, experience, and intuition.

Donald Rumsfeld identified three categories of knowledge – a fourth (unknown knowns) was later added by others.

“Reports that say that something hasn’t happened are always interesting to me because as we know, there are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns – the ones we don’t know we don’t know. And if one looks throughout the history of our country and other free countries, it is the latter category that tend to be the difficult ones”.

When making decisions re initiatives and the allocation/deployment of resources/ capabilities, we need to take into account known knowns, known unknowns and unknown knowns, the latter posing a real challenge in the absence of ways and means of finding information the firm has but is unable, at the time of a needed major decision, to find.

Enter 3D free-form search Kbases that allow strategists/planners to consolidate thousands or tens of thousands of documents within one space.


The range of documents goes from text, to DOC, PDF, XLS, structured data, unstructured data, images, audio/video files.

Clearly, any environment that hosts many document types needs to be able to call apps that are capable of displaying the data.

You would not be able to do much with the above representation of the content of the “US State Dept Country Profiles”.

Click on the link below, however, and you can see the dramatic change that results from having the same data in a 3D Kbase.

The search mechanisms must be able in the background to find and highlight “hits”, otherwise users of the Kbase have to tag the documents with keywords, which we all know is tedious and unreliable (i.e. user mindsets tend to be different at the time they encode keywords relative to when they later launch searches).

See my “US State Dept Country Profiles” 3D demo Kbase (all countries, business, travel, law enforcement, narcotics, terrorism).

Posted in Decision Making, Enterprise Content Management, Knowledge Bases | 3 Comments

A framework for development of a Case Management Maturity Model

Case is a methodology that helps you to manage short and medium term business activity based on orchestration received from background BPM and governance from rule sets at the run-time environment that is hosting Case.


Case Managers/workers usually need supplementary services above and beyond BPM, examples of which are resource allocation, leveling and balancing (R.A.L.B.) across Cases; Decision Support services; Figure of Merit Matrices (FOMM) and Data Exchange.

BPM posts the next-in-line step(s) following completion of any step comprised within a BPM template instance.

R.A.L.B. allows workers to prioritize their work and allows supervisors to level and balance workload across workers.

DECISION SUPPORT services allow users to make better decisions in respect of the next intervention to perform at each individual Case.

FOMM hosts Case Objectives and allows Case Managers to carry out periodic non-subjective assessments of progress toward meeting Case Objectives.

DATA EXCHANGE accommodates bi-directional data flows to/from 3rd party local and remote applications and systems, including a corporation’s Data Warehouse.

The Nature of Work

All operational level “business activity’ can be described in terms of steps that are elements of processes.

A process can consist of a single step or a structured sequence of steps interconnected via directional arcs. This avoids unproductive discussions re the need for one methodology for dealing with end-to-end processes and ad hoc interventions at Cases (i.e.processes of one step each).

All process steps convert inputs to outputs and require some action that ranges from a simple “done” declaration by a user/system/robot to recording of data at data collection Forms by users/systems/robots.

The essence of Case Management environments is to allow Case Managers to:

a) view Case Histories and receive decision-support in respect of the “next” intervention needed at a Case and, in some situations, gain access to predictions regarding forward interventions,

b) periodically assess progress toward meeting Case Objectives,

c) decide when to close out Cases.

Given that BPM is an integral part of Case, it is worthwhile to review what BPM is and what BPM is not.

  • BPM doesn’t manage business processes, you do.
  • BPM isn’t “the” methodology of choice for managing the operational aspects of a business, there are a number of methodologies needed to manage business activity as detailed above.
  • BPM is the methodology of choice for managing repetitive structured business processes.
  • CPM (Critical Path Method) is the methodology of choice for managing once-through deterministic processes.

A question that often arises is how well is an organization managing its Cases?

Maturity models are useful for answering questions like this.

Clearly, they must be simple and easy to understand, otherwise, comparisons within and across organizations will not be valid or even possible.

Here below is a proposed five-stage maturity model for implementation of Case within an organization.

  1. Ability to map a BPM process template and casually refer to it as part of achieving run-time operational efficiency and effectiveness at and across Cases.
  2. Ability to automatically compile a template and generate instances that provide guidance to workers in respect of their performance of work at and across Cases.
  3. Ability to host supplementary methodologies/capabilities such as R.A.L.B., FOMM, ECM, CPM.
  4. Ability to consolidate run-time data across instances at Cases and across Cases\instances and carry out analytics on the data.
  5. Ability to improve the quality of decision-making using real-time predictive analytics.

o o o

2017 update

I made a small change to the following . . .

“Case Managers/workers usually need supplementary services above and beyond BPM, examples of which are Case-level resource allocation, leveling and balancing (R.A.L.B.), Decision Support services, Figure of Merit Matrices (FOMM) and Data Exchange.”

This should have read . . .

Case Managers/workers usually need supplementary services above and beyond BPM, examples of which are resource allocation, leveling and balancing (R.A.L.B.) across Cases, Decision Support services, Figure of Merit Matrices (FOMM) and Data Exchange.


Posted in Adaptive Case Management, Business Process Management, Case Management, FOMM, R.A.L.B. | Tagged , , , , | Leave a comment

Specialty-Focused EHRs Re-Entering The Picture

Interesting article at on “Specialty-Focused EHRs Re-Entering The Picture” by Anne Zieger


My comment below . . .

“And then the specialists can opt for yet a third choice – a generalized EHR that has as it’s foundation BPM (Business Process Management) or, better still, one that supports ACM/BPM (Adaptive Case Management).

BPM is a flowgraphing methodology that comes in two flavors, one where programming is needed (skip these), the other where anyone who can “think” process can map out their process “without” programming.  The caveat “without” is important because anyone undertaking to map out their processes will need rule sets at various stages and these are likely to require programmer or super-user assistance. The rest involves little more than drawing circles and connecting these with directional arrows.

Clearly, any specialty practice has to face the fact that few of their specialists have either the time or the inclination to develop their own practices.

Independent consultants can, however, over several days, evolve a specialty EHR.

No problem at all with interoperability with some of these generalized BPM-based EHRs.

The big questions are a) how flexible are specialty EHRs and b) what is the relative cost of a specialty EHR compared to a generalized EHR that has its foundation in BPM.

BPM is used across thousands of industry applications (healthcare, insurance, law enforcement, manufacturing, b2b).  BPM is not an acronym of the week.

See one active BPM community and the topics that get discussed each week at

See 250+ plus articles on BPM/ACM, a fair number of which have a focus on healthcare, at

No commercial content at any of these sites aside from banner ads.

Specialty-Focused EHRs Re-Entering The Picture

Posted in Adaptive Case Management, Business Process Management, FIXING HEALTHCARE, Interoperability, Meaningful Use, Uncategorized | Leave a comment

Funny how time slips away

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.

Posted in Adaptive Case Management, Automated Resource Allocation, Business Process Management, Case Management, MANAGEMENT, Operations Management, R.A.L.B. | Tagged , , | Leave a comment

What Predictive Analytics Can Do For You!

If you are responsible for managing a business, the maturity level you want to get to is one where staff receives advanced decision support from your business management system.


Here is how you can use the “Easy” button to improve management of your business.

1. Start by evolving a set of best practices, encourage their consistent use, but allow variations (ad hoc interventions), where warranted.

You will be practicing ACM/BPM where you will be getting orchestration from background BPM and getting governance from the run-time ACM environment that is hosting your best practice workflows.

BPM logic and rule sets contribute to efficiency, ACM rule sets contribute to effectiveness (i.e. avoiding extreme, unwanted, variation away from best practices).

2. Now, track deviations away from best practices across multiple instances of your best practices.

Too many skips means that you have steps in your best practices that are not necessary, too many ad hoc interventions means steps are missing from your best practices.

3. Update your best practices as appropriate.

Take things one step further.

4. At manual branching decision boxes along your best practice flowgraphs, tally the number of times staff engage processing along different optional pathways and. soon, you will get to where you can highlight “favorites” that help staff with decision making.

5. Now, blend in predictive analytics . . .

Remember CPM (Critical Path Scheduling)?  CPM was great (and still is) for managing once-through initiatives – CPM lets you calculate forward arrival times at project objectives, and takes care of resource allocation, leveling and balancing whilst providing cost containment.

CPM is deterministic, which means if the design of the product/facility is right and you push through the pathways/sub-pathways you will get the expected performance.

Time/Cost/Performance management – it doesn’t get much better than this.

The problem is business management and it’s subset, business process management are anything but deterministic.

But look, if you get on board with ACM/BPM and focus on continuous improvement of your processes, you will, to a large extent, be getting the benefits of CPM (plan, monitor, control)  plus a predictive outcomes capability at Cases.

Posted in Adaptive Case Management, Business Process Improvement, Business Process Management, Case Management, Decision Making, Risk Analysis | Tagged , , , | Leave a comment

Beyond Case by Case Management

We know that Case Managers manage Cases but that is not the end of it.

Cases often need to draw on pooled resources and when the pool runs dry someone has to step in and make decisions regarding which Cases get the resources they need and which ones do not.

Analysis Word Shows Investigation Or Research

It’s hard to anticipate Case demands for resources unless we have structured sequences of steps with resource loading at each step.

Satisfying those demands is typically beyond the boundaries for most Cases, other than ones that own the resource pools they use.

It follows that we need to consolidate copies of Case instances somewhere so that given a start date for each Case instance we can position all instances along a common timeline and see resource demand peaks and valleys.

Leveling resource demand requires an understanding of the relative priority of each Case with stretchout of Case instance timelines in such a way that minimizes damage.

Clearly, leveling/stretchout algorithms are likely to be complex.

Do we throttle back resources evenly across all Case instances, leading to such eventualities as leveling one resource at the expense of others? Do we rank Cases in such a way that the ranking reflects the extent to which each Case contributes to corporate strategic objectives?  Do we try to negotiate with the owners of key resources to get them to defer, for example, planned maintenance?

No easy answers here.

The mechanics are easy.  Either you build a meta case infrastructure and put in place resource allocation, leveling and balancing (R.A.L.B.) at the top level of such infrastructure or you mirror Case instance data to, say, a Critical Path Method (CPM) or Enterprise Resource Planning (ERP) run time environment that allows you to model and adjust Case instance step durations then import durations back to individual Cases in the Case Management environment.

The latter seems to be the preferred option because most CPM environments support multi-project management, have built-in R.A.L.B. and accommodate import/export.


Posted in Automated Resource Allocation, Business Process Management, Case Management, Decision Making, FOMM, Job Shop Operations, Manufacturing Operations, Operational Planning, Process Management, Project Planning, R.A.L.B., Scheduling, Uncategorized | Leave a comment

Performance based reimbursement – coming soon to a place near you


Healthcare services delivery in the USA is out of control.

Costs have skyrocketed, facilities are overloaded, doctors are suffering burnout and government intervention has, under the guise of improving patient safety and outcomes, yielded only modest improvements.

MU (Meaningful Use) is largely responsible for the current alarming state of affairs.

It takes longer to process patients than before MU and it seems the focus has shifted away from treatment of individual patients to long-term outcomes data collection.

The remedy, after billions of dollars spent, is to rewind and set the focus on quality, efficiency and effectiveness of healthcare services delivery. Something that should have been the focus of MU from the start. Better late than never.

The problem is going to be with implementation.

Current EHRs were not designed to generate performance data. Replacing what is currently in use will be expensive and we can expect several rounds of false starts as vendors shift into a feeding frenzy to crank out “new” and “improved” EHRs using, the same old, in many cases, database architectures invented in the 1960s. Customers will be buying pigs with lipstick.

Strangely, the methodologies to do things the right way are readily available. We need four methodologies (BPM, R.A.L.B., ACM and FOMM) to make performance-based reimbursement a success.

And, there are two hurdles that need to be sorted.

One is “not invented here” and the other is “resistance to change”. Both of these are cultural hurdles.

NIH is particularly well entrenched in healthcare so it will be difficult to port BPM / R.A.L.B./ ACM / FOMM. The easy solution for NIH is to get over it.

As for Resistance to Change, there is an easy fix that  does not require making changes in  the way we manage work.

If you think about it, all of us, each day, come into our places of work and immediately take note of our fixed time appointments. No one has a problem with a calendar. No change, no resistance.

Following calendar inspection, we look at our to-do list and we micro-schedule to-do tasks to fit between fixed time commitments.

If you have a half hour appointment at 0900 hours and another at 1100 hours, you may reasonably pick a couple of small tasks to clear off your desk between 0930 and 1045. Or, you may prefer to make progress on one large to-do task. Up to you, and no obligation to stick with one approach or the other from one day to the next.

Resistance to change in healthcare can be minimized so long as the pitch is right.

The thing is case management has been at the core of medicine since the 1600s. Accordingly, healthcare workers have no problem going to a patient chart prior to meeting with a patient so transitioning to an e-chart that looks the same as the old manila folder is not a problem.

The other thing is the concept in healthcare of “best practices” is understood.

BPM excels at enabling building and enhancing best practices, but it has a reputation of imposing rigid protocols. BPM and ACM together replace the rigidity of structured protocols where these make sense and accommodate unstructured or ad hoc interventions where appropriate. No rigidity, no resistance.

The other positive attribute of BPM is that lets agency functional unit staff document their workflows featuring existing agency forms, so healthcare professionals see their workflows posting their forms. No change, no resistance.

All of these scheduling maneuvers are eminently handled by R.A.L.B.(i.e. 3-tier scheduling or Resource Allocation, Leveling and Balancing).

FOMM (Figure of Merit Matrices) is also not new, and easy to implement. Basically, it’s all about non-subjective assessment of progress toward meeting Case objectives. You could do it on the back of an envelope, but it’s a lot faster/easier if you append a spreadsheet template to each Case Record and follow the methodology.

None of these tried and true healthcare services delivery methods will work if the software User Interface is not right.

Here again, no change will result in no resistance.

So, let’s go forward with a UI  consisting of a split screen featuring two constructs everyone is familiar with (a calendar and a to-do list) and let’s make things such that using the UI requires less effort than not using it. No resistance here.

OK, how does this get us to performance-based?

This is where IT comes in – with end-users in the drivers’ seat, building and enhancing their own workflows, IT will have time to focus on predictive analytics. As users perform interventions, record data, the data will flow to the EHR (as it does now) but with a parallel feed to a data warehouse where all manner of analytics can take place.

The final piece of the puzzle is not to simply crank out after-the-fact statistical and tabular reports but to analyze data in real-time and improve decision-making in respect of healthcare services delivery to individual patients.

Reporting on measures is the easy part.


BPM: Business Process Management

ACM: Adaptive Case Management

R.A.L.B.: Resource Allocation, Leveling and Balancing

FOMM: Figure Of Merit Matrices


Posted in Adaptive Case Management, Business Process Management, Case Management, FOMM, Meaningful Use, Performance Based Reimbursement, R.A.L.B. | Tagged , , , | Leave a comment

Is Social BPM a failure? is a great place to hang out.

Peter Schooff asked the question above and I recommend you take a look at the range of comments received.


My comment was  . . .


So many diverse comments here on this one discussion topic.


In healthcare it’s “no verbal orders”

For a child, at any step along a best practice pathway, you are likely to get a call from the parent re “Why are you doing this? or “I see on the internet that beet root is a better treatment modality, why are you not using this?”

For an adult, same thing plus a desire to go to a portal and gain access to their EMR file (the law says they have the right to access information in their file).

The healthcare log needs to have a record of each of these “ad hoc” interventions – not just date/time and caller but any data that was recorded, at the time it was recorded, on the form versions in service OR an audio recording OR a video telehealth encounter recording.

No way we would allow data flows to patients/caregivers using Facebook, Twitter, e-mail because of the risk of disclosure of patient information and possibility of heavy fines.

In respect of portal accesses, you want the user to be able to log in, see a menu of services (trimmed to what this user is allowed to see/request), a message goes from the portal to a webserver engine and it is the engine alone that links to the backend db server, indexes to the right record, retrieves the data, passes it back to the engine and pushes out the info to the user at the portal. Any suspicious incoming data stream diverts to a healthcare professional/admin person who will probably call and say “if you really need this amount of information, how about you come into the clinic to pick it up?

Bottom line, no “social ” in healthcare and if you are building generic platforms for healthcare (hospitals/clinics interacting with patients), for manufacturing (organizations like Lockheed interacting with suppliers), for b2b (a job shop operation interacting with a customer), why not use the same approach?

I am with Emiel  Kelly “. . . .some type of processes rely more on social interactions than other ones”

I think we could avoid the controversies by saying ” . . . some type of processes rely more on ad hoc interactions than other ones”

Posted in Adaptive Case Management, Business Process Management, Case Management, Interconnectivity | Leave a comment

Where is professional videography headed?


Thinking of going to 4K? You might want to wait for 8K assuming you want to be able to film what people a mile across a valley are eating for lunch.


Viewing 8K is another matter. Few residences have an attached cinema hall. The likely deal when you buy an 8K TV is you get a discount on the renovation contractor who enlarges your living room – after you have negotiated a variance with the local planning committee to allow your house to be closer to your property line.

I can’t get excited about 8K at all and, until recently, have not had a lot of motivation to trade up to 4K, other than for the ability to crop to HD and still have a good image.

For me, the order of things is the storyline, audio, lighting, camera.

Why? Because you lose the audience if the storyline is bad, next in line comes the audio and, if the lighting is no good, you quickly get to the end of the line i.e. the camera.

My challenges in videography have been to track stage performers as they rapidly glide across a stage, often going from front of stage to back of stage at the same time. To do this right you need a smooth tripod/head that can be managed with one finger and you pretty much have to know where the performers are about to move to so you can track them. For this reason, I go once to take notes, then a 2nd time to practice tracking and yet a 3rd time to do the recording. Imaging the savings if I could lock on faces and have the camera do the tracking.

Out of doors, the technique needs to vary. Here, we also have fast moving objects, often not close together, so you have to master smooth pan and zoom.

Auto-focus makes things a lot easier but it seems to me, based on testing I did a couple of years ago, that unless you move through an arc that lets the camera focus whilst you are panning/zooming, you may, depending on the camera, be in for a longer than desirable settling-in time.

The experimentation I did with my AG-AC160A gave me very fast settling-in-times or rather slow settling-in-times depending on the panning arc I chose to go from a near object to a church a mile or so across and down a river. Imagine the savings if I could lasso a target area on my monitor and have the camera track to the target (panning and zooming along a reasonable arc).

A very recent technology advance, for me, is the DJI Osmo.

Sure, you have to live with the wide angle lens, and low light issues (physics rules) but think of the footage you are likely to get relative to the missing an event entirely because of setup time with a big camera/tripod.

Adapting to the DJI Osmo is not likely to be a picnic.

In the ads, you only see the camera and monitor on top of a handle, but I can see things starting to look a lot less mobile once you start loading down the camera and yourself with accessories. You probably need to add two crew members, one with a portable mixer/recorder and one with a boom mic.

Quite a transition to make for a one-trick pony like me.

Posted in TECHNOLOGY, Video Production | 1 Comment

Success Factors with BPM

If you are thinking about the potential benefits of Business Process Management or want to fast track your current BPM initiative, here are a few “must haves” for success.

0. “First the problem then the solution”, meaning no point mapping/implementing processes if the organization does not have a mission and has not evolved a set of strategies.

1. a reasonable subset of the business activity to be “managed” involves the performance of tasks in logical sequence.

2. the work will be performed more than once (otherwise use Critical Path Method).

3. no work should be performed that does not either directly or indirectly support strategy.

4. the benefits vary such that for a large initiative it is advisable to go through the formality of an ROI or SROI.

5. the more complex the sequencing, the more specialized the tasks (requiring specific skill sets), the larger number of silos that a process must overarch, the more beneficial it becomes to go beyond paper mapping to achieve in-line implementation of a process (as opposed to an off-line or on-line implementation).

6. too low a level of detail (i.e. splitting one short term task to be performed exclusively by one person into three tasks) is bad; too high a level of summary makes monitoring/control difficult (i.e. one task comprising several tasks, to be performed by several people, over an extended period of time).

7. the run-time environment hosting instances of templates (i.e. compiled rolled-out flowgraphs) needs to be able to accommodate re-visiting already committed tasks, recording data at tasks not yet current along their instances, and insertion of ad hoc interventions at the environment.

8. usual run-time services to support the processing of instances include R.A.L.B (three-tier scheduling); a formal History (committed tasks, with date/timestamped user “signatures”, with recall of data, as it was, at the time it was entered, on the form versions that were in service at the time); data logging for possible machine real-time predictions OR after-the-fact data mining to allow process owners to improve their processes; data import/export to increase the reach of the run time environment.

9. reasonable accommodation for deviating from instances, but with governance from rule sets at the environment to “rein in” extreme, unwanted deviations i.e. guidance from BPM, governance from the environment. [the highway example of center lines to provide guidance and guardrails on both sides for governance].

10. the environment selected must have a simple UI, otherwise the initiative will fail – i.e. none of these assumptions will increase productivity, increase throughput, decrease errors, improve compliance with internal and external regulations or improve outcomes if the User Interface at the run-time environment fails to improve the user experience (avoid having to say to users ” easy for me, difficult for you”).

11. adequate training must be provided – the best results are obtained when the facilitator kicks off the 1st mapping session by giving the mouse to a stakeholder and saying “let’s map out one of your processes”.

12. many processes are dynamic, they must be maintained and occasionally targeted as candidates for improvement.

13. Wraparound BPM (360 degree BPM) is achieved when work performed under the guidance of BPM results in data that can be consolidated to KPIs at the strategy level.

Hurdles that need to be overcome

a) “you can manage complex processes by staring at paper process maps” – not true.

b) except for end-to-end processes, objectives belong at Cases hosting BPM/ACM, not at end points along flowgraphs – many times there are no end points (i.e. process fragments) – users, machines and software thread process fragments at run-time. In theory each Case can be different.

c) Cases can only be closed by Case Managers (“it ain’t over until the fat lady sings”).

d) Case Managers need decision support (from rules at tasks along flowgraph template instances, from the Case History, from rules global to the run-time environment, from FOMM (Figure of Merit Matrices) to avoid subjective assessment of progress toward Case goals/objectives.

Management needs to exercise reasonable patience, – you can’t change a corporate culture overnight.

Update (2016-06-23)

Advanced Features/Functionality

Advanced capabilities include: cloning a closed or in-progress Case that has a mix of structured and unstructured steps; bi-directional data exchange with local and remote 3rd party systems and applications; data analytics; real-time predictive analytics for improved decision-making.

Posted in Automated Resource Allocation, Business Process Management, Case Management, Competitive Advantage, Operational Planning, Process Management, Process Mapping, R.A.L.B., Strategic Planning | Tagged | Leave a comment