Embed Size (px)
Citation preview
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
1
Platformize Fast-track your digital journey
Your Digital Guidebook from Newgen
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
2
“As digitalization moves from an innovative trend to a core competency, enterprises need to understand and exploit platform effects throughout all aspects of their businesses. Not doing so will threaten their ability to: deliver; attract and retain talent; and have their products/services perceived as value-adding by customers.”
Building the Digital Platform: Insights From the 2016 Gartner CIO Agenda Report
”
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
3
The Digital Imperative
Image Credit: emka74 / shutterstock.com
#1 Delight Your Customers Exceeding customer expectations is now expected. Especially because of the nexus of forces. Every interaction with the customer must be designed and mapped to ensure the right message at the right time.
#2 Faster than the fastest An organization should be able to respond to any change with agility. Whether it stems from the market, competition, or even a single interaction with a customer.
#3 Business that is Infinite An infinite workplace is where everyone works, wherever they are with easy and real time access, to whatever their work demands.
It’s not about ‘whether’ or ‘when’…
Now, It’s about ‘what specifically’, and ‘how exactly’…
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
4”
Delight Your CustomersCustomer Experience and Contextual Customer Engagement
Customer Experience today is no more a differentiator, but a fundamental expectation. Millennials are joining he customer base as well as workforce, making it imperative for organizations to adopt to their needs.
Making customers happy today goes beyond the default User Experience.
Digital requires that you engage with customers in their own context, where they are.
Providing a digital interface and touchpoint through mobility and apps is not enough. They need transactional experience as well as ‘process experience’.
You need to know your customers before you reach out to them. You need to understand them when they reach out to you.
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
5
Be Faster than the FastestBusiness Agility and Operational Responsiveness
Digital has brought about change in everything we do. Your business needs to adopt to changing customer dynamics and respond to competitive forces in real-time. Your customers, partners, and suppliers are on their toes and they expect you to be up and running too.
Operationally, you need to be fast and responsive. Responsive doesn’t mean an automated standard reply, but a response in context when customers expect.
Digital requires that you respond to external changes faster than you could in past, and faster than you do even today.
Business Agility is paramount challenge for your business. Automation, per se, is not enough. Digital requires you to be able to tune business models and policies to external environment.
Your whole ecosystem — systems, processes, people — need to adopt and respond.
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
6
Build business that is infiniteAnytime-Anywhere Business Ecosystem and Value Web
In traditional value chain regime, the enterprise resources have been aligned to serve to the value chain. The underlying ERP and core business systems served these relationships in mostly bilateral manner. That Value Chain is out. Value Web is in.
Your customers, suppliers, partners, and employees should be able to operate, engage, and transact in “anytime-anywhere” model.
Social and Mobility allow for reach and access. However, in order to enable a seamless value web operation, you need to connect your processes, people, systems and things.
You need to elevate process orchestration in order to better connect and leverage the resources and underlying systems.
You need to decouple your IT resources from the hard-wired IT systems, and equip them for late-binding for adaptability.
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
7
The Path to Digital
Image Credit: emka74 / shutterstock.com
While digital technologies provide the leverage to address the demands of today, the same technologies cannot be just plugged into the existing legacy without a well thought-out strategy. Challenges on the ground prevent swift action.
Large enterprises carry years of legacy and experience that cannot be thrown away.
Large transformational programs are fraught with risks that decisions makers today are not in a position to undertake.
Existing processes and systems are siloed and rigid, not allowing the IT leaders to move with speed.
Business counterparts — CMOs, CHROs, BU Heads — find it easier sometimes to go ahead and procure readily available technology, leading to many shadow IT resources that are difficult to contain.
…is not straightforward.
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
8
Clients looking for graphic designers today can access design services without having to know the designers.
Teachers can conduct classes without having to access a classroom, without having to commute, and without knowing in advance whom they’re teaching. Students can access classes without having to move from their desk.
Passengers can order food to be delivered at a particular station in a long train journey without having to talk to anyone at the railways or the respective caterer.
That’s not all, retailers are moving beyond the traditional e-commerce based supply chain to leveraging online cab services for food and package deliveries, faster than the largest e-commerce players.
Products and services are going beyond single ownership. Platforms, where multiple parties organically combine to deliver products and services to customers, are disrupting all industries.
You need to find ways to “Connect” all the dots of your Value Web.
Value WebValue Chain is out. Value Web is in. Connected Value Webs are thriving across industries and across occupations. Connected Value Webs are changing everything.
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
9
Innovation
Goes without saying that innovative organizations require systems and processes that support ongoing innovation and continuous improvement.
Change Management
An infrastructure that has to support digital has to undertake Change Management as part of the core set of objectives. This Change Management mechanism has to address the business changes as against the traditional IT approach.
Governance
While IT leaders have always focused on governance, digital requires that CIOs look at governance not only within the IT organization as immediate counterparts, but beyond the definition of traditional business as well, going beyond the boundaries of enterprise and consider partners, resellers, customers as part of the ecosystem.
Platformization
IT is not about applications any more. In fact, digital is not about just IT any more. IT leaders have to imbibe the concept of the platform ecosystem and think in terms of creating the “platforms that cohesively work internally and externally to enable a multimodal connect for delivering digital enterprise”.
Multimodal Technology LeverageYou need to recognise that core of digital lies in leverage of “Technology” with business and customer at core.
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
10
Platformize!Create the “platforms that cohesively work internally and externally to enable a multimodal connect for delivering digital enterprise”.
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
11
Platformize to fast-track digital!Take following steps to platformize.
Build Contextual Process Platform
Integrate mobility and social in process applications
Deliver Process Experience
Elevate Orchestration
Loosely Couple resources
Create and Carry Process Context
Practice Platform Governance
Think Big, Start Small, Earn quick wins, Expand
Leverage Agile Methodology and Accelerators
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
12
1 Build Contextual and Flexible Process Platform
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
13
Think Business Process. Think Context. Think Connect.
You need workflow automation. You need process lifecycle management capability from modeling, to implementation, to deployment, to execution, to monitoring and optimization.
A great process platform needs to also have integrated business rules management system, and seamlessly integrated content management system.
You will also realize that for the required operational and business agility, you need case management capability too.
Connect is key. A great customer-centric process relies on orchestration of workflow, structured data and unstructured content, and integration with sources of record.
Think Flexibility. Think Change.
Building flexibility into platform is key to long term digital success. There are many parts of the flexibility puzzle — Decoupling of resources, Elevation of orchestration, Consistent platform governance, Development of a great integration infrastructure, to name a few. However, the biggest asset lies in the mindset - to think of Platform as a flexibility enabler.
A process orchestration engine allows for change management because of the fast model-to-deploy cycle. This has to be done with many ingredients falling in place though, as we would see next.
What does it mean?
Build Contextual and Flexible Process Platform
1
How do you do that?
You need a platform that orchestrates your business processes through workflow automation. That, however is not enough for digital experience. You need to build a contextual process platform that seamlessly integrates with content management, decoupled business rules, mobility, social, and your legacy systems.
Fast Track Tip!
A process platform can be easier to embark than it may seem. The initial process set
is critical. Pick a simple customer facing process that can demonstrate the
capability. Build your incremental digital platform
capability in parallel.
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
14
Engrain Mobility and Social in Process Applications
2
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
15
Think Process Applications. Think Customer-First.
Mobile means more than interface. A process strategy allows you to think of ways to optimize for customer experience, lending you leverage offered by social and mobile.
Thinking process lends holistic advantage. A claims process that required a surveyor to go to the site turns on its head when you consider the image capture capability with geotagging in the hands of users in first step itself.
Think Omni-Channel and Cross-Channel.
Customers should be able to initiate requests through any of the channels. The process should be able to resume from another channel once started in one channel.
Think of processes with tasks that can be handed off to users or systems - with interfaces loosely coupled in order to allow for flexibility in mode of execution. Build APIs that can be invoked through any of the channels or interfaces, or by systems for execution of tasks. This is only possible with an orchestration engine at the backend.
Build Mobility Framework.
Think of Mobility as more than appendage to your platform. A mobility framework with core imaging and process application capability and integration with process orchestration engine and content management is what you should be building.
What does it mean?
Engrain Mobility and Social in Process Applications
2
How do you do that?
Most organizations build mobile interfaces and social channels, and consider the job done. Pasting such interfaces break the (already siloed) processes even further. Process Applications should engrain the mobile and social strategy.
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
16
Deliver Process Experience3
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
17
What does it mean?
Deliver Process Experience3
How do you do that?
A broken process cannot deliver good customer experience. You need to attack those broken processes and siloed functions. Beyond a great user interface, delivering a great process experience requires a unified platform.
Identify weak process zones
Look for signs of weak processes embedded in the point solutions. These customer facing front-office applications are often rigid and transaction-centric, and do not enable a holistic process experience. They are often torchbearers for their own silos.
Look at the customer-facing processes that span across multiple functions and systems. Hand-offs between systems and functions are a cause of broken processes.
Reassess the Applications Portfolio
One way to look at addressing the broken process experience is to look at the set of applications in various functions and areas, and rationalize it. Many of these applications are replaceable with a more standard set over time. A more consistent set of applications are easier to integrate with a process orchestration layer on top.
Build a Process Framework
Look at some candidate processes and build a process framework that would deliver a seamless experience. A process framework would have a start-point, various subprocesses involved, the business rules, and the participating applications, and a well defined customer-centric end-point.
Earmark couple of customer facing processes for piloting on process platform.
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
18
Elevate Orchestration4
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
19
What does it mean?
Elevate Orchestration4
How do you do that?
The highest level of orchestration is the one that platform businesses like Uber or Airbnb leverage. Within enterprise, you can elevate orchestration of various resources through unified platform to deliver business value and customer experience.
Discover your Process Architecture. Define the Process Layer.
Processes are often buried within the departmental functions with no specific control over hand-offs and optimization in the overall business context. Discover those buried processes and define an application-independent way of how you would like these processes to work.
Define these processes in the process platform as an overarching prices layer. Build integration points at various process steps to enable execution of respective parts by various applications, backend systems, and human participants.
Develop Service Oriented Integration for orchestration
Apply various strategies to handle the execution and integration challenges. You may allow some applications to use their own interface while some interfaces may be built in the workflow. The essence should still be to elevate the process level orchestration in order to ensure process remains seamless for end-users and customers.
Identify specific “Source of record” systems in order to ensure that you do not replicate the business objects and business rules that are standard. However, develop a parallel Integration Governance strategy to ensure consistency.
Promote the creation and leverage of web services and service oriented integration mechanisms that are not tightly linked with underlying resources. Loosely coupled resources are integral to process orchestration strategy,
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
20
Decouple Resources5
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
21
What does it mean?
Decouple Resources5
How do you do that?
Truly digital enterprises have proven that it is all about orchestration of resources. In order to do that, the various capabilities buried in systems have to be stripped down to their objectives, and loosely coupled from each other.
Identify process ingredients and decouple them
This is basically an Object Oriented philosophy applied at business resources. Identify the various parts of a process, their owner applications/systems, and decouple them by removing the tight integration between those systems. Leverage a well-governed service oriented integration approach to connect these with process layer, leaving orchestration within process engine.
Identify heavily unstructured processes and leverage a case management capability to provide an outcome-oriented process platform.
Decouple Business Rules and move them to BRMS
Wherever possible, extract the business rules out of the rigid and inflexible systems and applications and embed them in business rules management system.
Identify Structured Data and Unstructured Data
A Content Management system is best suited for handling various multi-purpose data items. Identify such data items embedded in applications and database systems, and decouple them so as to manage them holistically in content management system. Ensure that processes carry these data and create the context throughout through integrated process engine and content management system.
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
22
Create and Carry Process Context
6
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
23
What does it mean?
Create and Carry Process Context
6
How do you do that?
Processes are often broken in two ways. One, they are broken en-route due to siloed systems and applications. Two, they do not carry the process context. A great process experience carries customer and transaction context until closure.
Leverage Case Management
In Case Management philosophy, a case folder carries the whole context and is driven by the outcome or objective. The process engine or case management engine takes the responsibility of orchestrating the tasks and empowering the right experts to drive the case to closure.
Move unstructured processes to case management and leverage the integrated content management capability that allows completeness of context. Even better, your process platform should have ability to handle structured as well as unstructured way of building processes in order to prevent broken customer facing processes.
Combine Mobile Imaging, Content Management and Process
Allow your processes to carry the context right from customer through a seamlessly integrated platform. Images and transactions content captured at mobile, suppressed and transferred to content management and integrated into process tasks ensures that data is always available to your knowledge workers for taking decisions.
Ensure that your enterprise content management and transactional data are well integrated with process orchestration layer. Accessibility of the right linked data is critical to the performance of a process.
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
24
Practice Platform Governance
7
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
25
What does it mean?
Practice Platform Governance
7
How do you do that?
You would have to strengthen platform capability as you implement more customer centric processes on the platform. A mechanism to standardize, govern and manage this platform for enterprise leverage is critical for digital success.
Platform Engineering
Tightly control what capability is built into the platform and what remains outside it in form of the other systems, applications and integration frameworks. For a truly digital enterprise, putting together the platform components in order to connect the resources is key.
Platform Implementation
As more process get on-boarded on the platform, you will need a set of methodology, core process talent, and right project management tools to ensure that process owners consistently get the process applications in scope, time and budget. consistency and repeatability of great process development is critical for your enterprise to move forward toward digital.
Platform Governance
A set of guidelines, standards, and governance practices ensure that your organization moves in the direction intended without losing steam. These guidelines include integration governance, process modeling and implementation guidelines, standard process framework and notations, and the guidelines around handling process v/s application conflict scenarios.
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
26
Think Big, Start Small, Earn quick wins, Expand
8
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
27
What does it mean?
Think Big, Start Small, Earn quick wins, Expand
8
How do you do that?
Platform approach is a great way to fast-track digital. But, an ambitious big bang approach is daunting as well as risky. You need to combine the larger vision with quick wins strategy by starting small and building on success as you go.
Think big
Envision the holistic digital enabler platform for your organization and create a simple blue print that spells out the roles of process orchestration, context, content management, mobility framework, source-of-record systems, databases, and other front-end and back-end applications.
Use this as the guard rail in your platform engineering, implementation and governance efforts as you go.ß
Identify initial quick wins
Assess a set of candidates processes, and pick a couple that fit into the two categories: 1. Customer facing high impact process with known challenges 2. Simple integration oriented process with technical requirements
This approach allows you to build the right platform capability while ensuring that you have a proof of the concept for your executive sponsors and business process owners to back you.
Align business owners, end-users and technical resources
Ensure active participation and rapid deployment cycles to ensure everyone is aligned with your long term vision.
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
28
Leverage Agile Methodology and Accelerators
9
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
29
What does it mean?
Leverage Agile Methodology and Accelerators
9
How do you do that?
Many large transformational programs and process initiatives “fail”. Organizations today do not have the time and energy to wait for a long platform initiative to materialize. You need to leverage accelerators, and follow agile methodology.
Leverage Accelerators
A process platform can be up and running with a domain solution accelerator within weeks. While this is a great promise, look at the requirements of your processes, ensure that the uniqueness of your business process is accounted for, and use the accelerator as the starting point for your implementation.
Solution accelerator based approach provides you a leverage of bringing in standard processes while allowing you to customize it to your differentiators without having to build the processes from scratch. This is especially effective when organization doesn't have time and resources to invest in long term transformational programs.
Follow Agile Methodology
The path to digital is paved with process milestones in quick succession. Your process owners need to be clued in (and glued in), your technical and process resources need to be leveraged consistently, and most importantly, feedback from user community and business process owners need to be incorporated quickly and demonstrated as you go.
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
30
Partner with Newgen!We help companies across geographies in their digital journey through our solutions in Business Process Management, Enterprise Content Management, Case Management, and Customer Communication Management.
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
31
What can you do today!
or just take a test drive! Contact us!
There’s no time to lose. Platformizing your way to digital starts with some simple, short steps:
Quickly assess where you are in your digital journey.
Identify a back-of-the-napkin long term goal to begin the thought process.
Discuss with your key stakeholders, and identify the gaps in your platform(s)
Take the first steps towards Platformization as laid out in this guidebook.
Recommended Reading
Learn how IT is changing in this era of digital, how the roles of enterprise IT leaders and CIOs
are changing today. Download our white paper.
| P
latf
orm
ize |
ww
w.n
ew
gen
soft
.co
m
32
Platformize Fast-track your digital journey
About Newgen Newgen Software is a leading global provider of Business Process Management (BPM), Enterprise Content Management (ECM), Customer Communication Management (CCM) and Case Management, with a global footprint of 1300+ installations in more than 61 countries with large, mission-critical solutions deployed at the world's leading Banks, Insurance firms, BPO's, Healthcare Organizations, Government, Telecom Companies & Shared Service Centers.
Newgen's Quality Systems are certified against ISO 9001:2008 and Information Security Standard, ISO 27001:2013. Newgen has been assessed at CMMi Level3.
Write to us:
USA & CANADA: [email protected] INDIA: [email protected] APAC: [email protected] EMEA: [email protected]
For sales enquiry, dial:
USA & CANADA: +1 (202) 800 7783 INDIA: +91 11 40773769 APAC: +65 3157 6189 EMEA: +44 (0) 2036 514805, +973-1-619-8002 www.newgensoft.com
