Day 1 of Appian World 2012 is in the books, and what day it was! From a CapTech perspective, sponsoring this year made all the difference. Last year, our first at Appian World, was mainly about learning: both about Appian the company and about their BPM application as well. This year, we were privileged enough to have a table in the Sponsor Pavilion, which led to many more valuable conversations regarding CapTech's potential to partner with many current and would-be Appian customers. A few days ago, I previewed the conference with my "Coming Soon: Appian World 2012" blog, and promised to provide a write-up following both days giving a small glimpse into some of our takeaways from the many talks and panel discussions packed into the agenda, so here you go! My notes from the day are much more long-winded, so I've tried to cut back and keep it fairlyhigh-level! If interested, I just may have additional notes about some of the below topics, so feel free to ask!

Keynote Presentation: Delivering Enterprise Performance Breakthroughs with BPM

Daryll Plummer, Group Vice President, Garner Fellow

  • 7 Key Aspects of Extreme Collaboration: 1. Mobile, 2. Ad Hoc Relationships, 3. Dynamic Communications, 4. Proactive Notifications, 5. Free Flow of Information, 6. People-Centric, 7. Multiple Media Forms
  • Through 2016, organizational politics will prevent at least 1/3 of BPM efforts from succeeding
  • Optimizing business processes must take precedence over the optimization of tasks
  • Practicing extreme collaboration means changing Behavior, Relationships, and Engagement Methods

Appian 2012: Matt Calkins, CEO, Appian

  • Appian's Goal: Be the World's Best Way to Organize Work
  • People like mobile because 1) it's mobile, but also 2) it's simple!
  • Mobile's costly, but Appian's one application to be deployed anywhere overcomes this
  • Cloud's historically forced a loss of control, but Appian overcomes this by making data completely portable from Public to Private cloud
  • Social is intuitive and generally needs little to no training. It's also portable, scalable in that there's no limit to how many sources can collaborate, and the interface is fun, which isn't the primary reason to use it, but want to increase participation, so it helps!
  • Appian's theme for 2012 is Data: Work depends equally on Actions and Data
  • Appian's new product, Appian Tempo, designed for all the current non-participants; those who don't have Appian licenses today; only thing won't have are Actions
  • Appian is offering Tempo free of charge, but have to have at least a nominal purchase of Appian, and have to install it within 1 year

EBRD: Creating an Operational Business Management System

European Bank for Reconstruction & Development

  • Promote transition to market economies in 29 countries by investing mainly in the private sector
  • Drivers for implementing BPM solution
    • Operational Risk Reduction, Improved Operational Efficiency, and Improved controls, traceability, and reporting
  • Benefit of BPM: enable the automation of previously streamlined business processes
  • Question: Why did decide to use Private cloud within last few years?
  • Answer: to reduce cost and make things easier to manage. Didn't have bandwidth in-house to setup another Appian instance, and didn't have any real reason to host in-house.

Scaling your BPM Program: CME Group

John Verburgt, Director of BPM; and Brian Toba, Director, Trade & Business Systems Department

  • Case Study: NPI (New Product Introductions)
    • Baseline Challenge: to build a standard delivery model scalable to increase capacity, improve quality and reduce cycle time of product launches
    • Benefit: Time to market reduces by over 20%
    • Project Scale Success Factors: Task Structure, Performance, Continuous Improvement
  • CME Vision: Unification & Visibility
  • Appian platform doesn't tolerate a lot of the organizational boundaries present in most companies today; forcing us to break down boundaries and play by its rules
  • Principles of Scale 2.0: Process Excellence Culture
  • Expand the Core, Optimize Platform, Process Scale, and New Capabilities+

Delivering Lifetime Value with BPM

Dileep Srinivasan, VP Customer Solutions Practice, Cognizant (@dileepsri)

  • Trends reshaping Customer Relationships: 1) Cloud, 2) Mobile devices and apps redefining consumer data consumption, 3) Social media enabling consumers with increasing control over influence of products/brands, and 4) Customer's experience with products and services will drive customer advocacy
  • Processes provide differentiation between one company and other
  • Trying to engage with customers so provide better experience and influence your brand in the marketplace: Where BPM and CRM start to converge
  • Harnessing the power of crowd - moves us toward the 2D model of Inside-Out AND Outside-In
  • Social Benefits: 1. Open participation across the organization, 2. Active participation from everyone, 3. Option to submit and vote anytime, instead of fixed workshop times, 4. Clear visibility of submitted requirements. 5. Single view for all to understand the status of the requirements
  • Cloud brings: Speed, Relevance (ability to scale up and down using pre-built infrastructure), Mobility, Optimization (by taking advantage of social & data), and Agility

Extreme Collaboration: EDP Renewables Case Study

Tim Hertel, Jaimeet Gulati, and Chris Goldsberry

  • Challenges: 1) Lack of process clarity, 2) Minimal audit trail on high value cases, 3) No standardized system for prioritization of problems, 4) Technical resource availability, and 5) Geography
  • Project Goals:
    • Most important part of the system is our people
    • System should drive action not just track issues
    • Final product will be complete, functional BPM system
    • We need to be able to support the product internally
    • Focus more on value, less on cost
    • Key Development focus areas: Coordination, Prioritization, Communication, and Tracking
  • Lessons Learned & Best Practices
  • Map and define your processes before you implement a tool
  • Keep application as simple and intuitive as possible

Impact of Social Technologies on the Enterprise

Sandy Kemsley - www.column2.com - @skemsley

  • Consumer Social Tools Set Expectations: Consumption, Participation, Creation, User Experience, Access Anywhere
  • Linking External Social Presence to Core Business Processes
    • Changes the customer relationship: Extends the ends of the process, Increases external collaboration, and Forces operational transparency
  • Social business maturity model: most farther along in externally vs. internally!
  • External socialization spectrum: Internal Only > Expose Status to External Parties > Include External Workers in Process
  • Social as a feature, not separate application: Flexibility, Visibility, Participation

OK, folks, that's all for tonight. Time to get some rest before another big day tomorrow. Stay tuned for my (hopefully not as lengthy) write-up following tomorrow afternoon's session!