Howard Smith

Peter Fingar

Book attempts to refute Nichols G. Carr's article, IT doesn't matter.

A Critical Analysis of Nicholas Carr's I.T. Article in the Harvard Business Review

IT Doesn't Matter--business Processes Do

Phaedra Boinodiris

In the business world, "gamification", the use of game thinking and mechanics in non game contexts, is not just about badges, leaderboards, and avatars. Gamification for business is about engagement, motivation, and loyalty. Playful game design techniques can cultivate deep emotional connections, high levels of active participation, and long-term relationships that drive business value. Together, social collaboration and gamification help companies reap great benefits - among them the ability to deepen customer relationships, drive operational efficiencies, innovate, and optimize the workforce. Using an innovative multimedia format, this book turns the inevitable alphabet soup of gamification terms into a gourmet delight with true business substance. Readers will no doubt find themselves exploring the book's concepts through the 60+videos, articles and lectures cited with tiny URLs and smart phone QR Codes, all of which jump off the printed page to provide further insights from recognized experts. Don't just read this book - experience it!

Using Gamification to Fully Engage Customers, Employess and Partners

Serious Games for Business

In Dot.Cloud: The 21st Century Business Platform, business strategy expert and former CIO Peter Fingar explains the main ideas of Cloud Computing in lay terms.

The 21st Century Business Platform Built on Cloud Computing

Dot.cloud

James Taylor

Nathaniel Palmer

Wil van der Aalst

Scott Francis

Charles Webster

Mark Casey

Keith D. Swenson

Matthias Walter

Peter Whibley

Surendra Reddy

Dr Setrag Khoshafian

Larry Hawes

Vinay Mummigatti

Roy Altman

Joseph B. Lail

Rudiger Pryss

Stuart Chandler

David RR Webber

Dr Anne Rozinat

Mara Nikolaidou

Alberto Manuel

We are entering an entirely new phase of BPM – the era of “BPM Everywhere” or BPME. BPME represents the strategy for leveraging, not simply surviving but fully exploiting the wave of disruption facing every business over the next 5 years and beyond. Without question, one of the single most disruptive events in the last decade was the introduction of the smartphone. Consider for a moment how great of an impact this has had on the relationship between businesses and their customers. Not even the emergence of the Web and Internet-based “digital native” business models can compare with the level of intimacy now available with your customers. In the era of the Internet of Things where smart homes, appliances, cars, phones, virtually imaginable devices are all connected, BPM must, and will, be everywhere. As Peter Whibley discusses in “The Internet of Things Will Be Invisible,” by 2025 there are expected to be more than 26 billion or more connected devices. In the chapter “Digital Prescriptive Maintenance: Disrupting Manufacturing through IoT, Big Data, and Dynamic Case Management,” Dr. Setrag Khoshafian introduces the “4 Vs” of “thing” data, specifically “Volume, Velocity, Variety and Value.” From monitors and remote sensors, to appliances and vehicles, to tens of billions of other “things,” connected devices are generating meaningful and informative data that would easily overwhelm any human being, but collectively they present critical context about processes and the state of operations. “Big Data” has never been so large, nor presented such an acute role within enterprises and the processes that drive them. BPME as well as traditional BPM methods can already be found at the center of this. Its role will grow exponentially. Emergent factors such as process mining (see chapter “Mining the Swarm” by Keith Swenson, et al.) will be critical for uncovering engagement patterns and the need for process management platforms to coordinate interaction and control of smart devices. It is intelligent BPM that is expanding the window of what can be automated, by enabling adaptable automation. The mobile strategies in far too many organizations seem to be the building of apps that presume that customers will use their smartphones like mini laptops. This avoids the fact that we now have a level of intimacy with our customer we've never had before. As discussed in the chapter “BPM to Go – Supporting Business Processes in a Mobile and Sensing World,” our customers are carrying around a device that offers a range of capabilities unlike any laptop. A smartphone produces volumes of meaningful data about our customers (think about the “4Vs”) and is able to interact with that customer in ways that a laptop never can. The growing ubiquity of connectivity always within reach combined with new services and capabilities such as mobile banking is a key part of driving constantly-changing expectations. Yet digital disruption is not limited to mobile devices, and is in fact disrupting everywhere BPM is otherwise found, and why BPM everywhere is becoming the new normal.

Internet of Things, Process of Everything

BPM Everywhere

Vint Cerf

"The book uses ... QR codes and tiny URL links that let readers drill down on many of the topics."--Page 4 of printed paper wrapper.

A Brief Guide for Game Changers

Cognitive Computing

Rich Phillips

Kramer Reeves

What do CEOs now demand of their COOs? The reinvention of customer-facing processes for moments of truth. Did you ever wonder about the replacement for Apple's legendary CEO, Steve Jobs? It was the COO, Timothy Cook. What? The chief operating officer became the CEO of one of the most profitable companies in history? Cook joined Apple in 1998, and is credited with pulling Apple out of manufacturing by closing factories and warehouses around the world. This helped the company reduce inventory levels and streamline its supply chain to match the efficiency of Dell, dramatically increasing margins. Cook has been quoted as saying, "You kind of want to manage it like you're in the dairy business. If it gets past its freshness date, you have a problem." Cook exemplifies the new reality of "intelligent business operations" in the customer-driven enterprise that operates in the "now." This book connects the dots between the COO and the Chief Marketing Officer (CMO) in a way that is unusual and powerful. The book asserts that the primary role of the modern COO should be that of delivering customer experiences that delight! While traditional back-office functions will certainly not go away, the book encourages COOs to pivot and also focus on the front office. This expanded role is made possible by the many principles and technologies discussed in the book. This new-found ability to leverage smarter process management can transform your business into a dynamic, real-time, customer-driven enterprise.

Reinventing Customer-Facing Processes for Moments of Truth

The Coo Revolution

Peter Fingar

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