Benefits and challenges of social bpm

31 marzo 2014

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Benefiting from social business process management (Social BPM) is one of the most relevant challenge organizations and businesses experience in their social business transformation journey. To a large extent, social BPM is the practice and process of actively involving all relevant stakeholders (employees and partners as well as customers and prospects) into a business process management endeavor through the use of social software and its partecipatory cultures. At OpenKnowledge, we consider the potentiality of socialization of business processes as one of the pillars for redesigning and reengineering the service innovation in digital and social markets. Leveraging collective intelligence, self and emerging organization, participation and collaborative production are key assets and benefits of a social BPM shift. However, few acknowledge that in comparison with traditional business process, social BPM impacts and involves a complex organizational and performative actors and behaviors ecosystem. As Pflanz and Vossen (2014) recently state: “Compared to conventional approaches to process modeling and management, social BPM engages a larger and more heterogeneous set of actors and aims to achieve a higher quantity, quality, variety, and timeliness of contributions. Clearly, this is not a trivial task, and thus its successful realization requires addressing a number of different challenges”. The challenges the social BPM face are linked to different dimensions [table 1]: “ a) People (Ensuring participation, Educating and training participants, Integrating semantics); b) Information technology (Planning the use of social software, Providing software for novices); c) Methods (Enriching the BPM life cycle, Making the BPM life cycle more agile, Providing social modeling languages); d) Governance (Examining the rel. to governance; e) Culture (Examining the rel. to culture; f) Strategic alignment (Examining the rel. to strategic Alignment, Choosing stakeholders)”. In presenting and discussing benefits and challenges of social business process management, Pflanz and Vossen outline the factors involved in the success of  social BPM including the relevance of a foundamental and difficult organizational change.

Nicolas Pflanzl, Gottfried Vossen, “Challenges of Social Business Process Management,” hicss, pp.3868-3877, 2014 47th Hawaii International Conference on System Sciences, 2014

Here the link to the paper:
http://www.computer.org/csdl/proceedings/hicss/2014/2504/00/2504d868-abs.html