| Following discussions in the LinkedIn ACM Group I am | | | | otherwise chip production would always yield 100% |
| presenting here the shortest possible definition of | | | | and machines would not break). But lets return from |
| Adaptive Case Management or Adaptive Process | | | | philosophy (and quantum physics, by the way). |
| (AP). I propose that it involves three distinct paradigm | | | | In reality everything that happens (any action that is |
| shifts: | | | | taken by a person), happens because it is caused by |
| 1. Adaptive Process is a productive system that | | | | a mental match to a knowledge/perception pattern. |
| deploys not only the organization and process | | | | That we think it is a process is related to the |
| structure but through backend interfaces becomes the | | | | sequential relative memory path of our brain. We do |
| system of record for the business data entities and | | | | not remember in pictures but in things in sequence, |
| content involved. All processes are completely | | | | relative and change. Just because things happened in |
| transparent as per access authorization and fully | | | | sequence, it is not yet a process and one event does |
| auditable. | | | | not have to cause another. So far so good. Another |
| 2. Adaptive Process enables non-technical business | | | | step back to BPM. |
| users in virtual organizations to seamlessly create | | | | You can now take BPM as a management concept |
| consolidate structured and unstructured processes | | | | and say that it has nothing to do with process |
| from basic predefined business entities, content, social | | | | management as a technology. Correct. Most business |
| interactions, and business rules. | | | | consultants sell that aspect of their work and the |
| 3. Adaptive Process moves the process knowledge | | | | weaker the management and employees are the |
| gathering in the life cycle from the template analysis | | | | more they can benefit from BPM guidance. A great |
| modeling/simulation phase into the process execution. | | | | organisation with great people will be destroyed by |
| The AP system collects actionable knowledge – | | | | BPM (as a concept not yet software) because their |
| without intermediate analysis phase – based on | | | | initiative and intuitive work focus is destroyed. Their |
| process patterns created by business users. | | | | perception patterns created successful outcomes and |
| Adaptive Process does not simply enhance BPM with | | | | now they can’t do that anymore. |
| unstructured processes. Case Management enables | | | | Think about it: Without BPM, business processes in |
| unstructured collaboration but it does not collect | | | | any organization DO continuously adapt. Maybe not in |
| actionable knowledge from the process. Yes, AP | | | | a desired direction if the management isn’t any |
| seems to be quite effective for knowledge workers, | | | | good. They will be using whatever means at their |
| but there is no reason why it would not provide similar | | | | disposal to do so. Paper and pencil will work fine. But |
| benefits to any business activity by any person inside | | | | they will adapt because the individual agents make it a |
| or outside the organisation. That has to do with a very | | | | complex adaptive system and not a simplified |
| limited view of business processes from a conceptual | | | | complicated one. If you now bring in BPM, as a first |
| preset BPM perspective only. Structured or predictable | | | | step you kill that natural ability through the mandatory |
| processes are only those that apparently can’t be | | | | simplification. That is the destructive danger of BPM I |
| improved any further or seem to have no need to | | | | am so outspoken against. Ideally we can bring in a |
| change. Projects pick those because BPM | | | | system that will not take away the natural adaptive |
| methodology, modelling and software are so limited | | | | capability but enhance it and make the outcomes and |
| and can only bring cost reductions there. It is not what | | | | individual perception patterns transparent for |
| the business really needs … | | | | improvement. |
| What are my requirements for Adaptive Process | | | | My work at ISIS Papyrus is focused providing |
| based on? From a real world perspective all | | | | Adaptive Process technology that exposes structured |
| processes are human perception ONLY. They are | | | | (business data) and unstructured (content) information |
| abstract simplifications that do not exist in reality, | | | | to the members of structured (business) and |
| because it is impossible to analyse and model all | | | | unstructured (social) organizations to securely execute |
| complex relationships and dependencies. In a purely | | | | – with knowledge interactively gathered previously |
| classical physical world (mechanics and electronics) | | | | – structured (process) and unstructured (case) |
| modelling is more realistically possible (up to a point as | | | | work in a transparent and auditable manner . |