| Recently I co-authored a book on ACM Adaptive | | | | and link them to KPIs in a continuous |
| Case Management. | | | | improvement cycle. Measure-to-manage |
| Many current implementations of process and | | | | optimization is counterproductive to improvement |
| case management solutions are at odds with | | | | and innovation. Only empowered actors can use |
| modern management concepts. While that applies | | | | their intuition and experience for sensible action. |
| to all workers, it is especially relevant for highly | | | | The dynamics of economy require a |
| skilled knowledge workers. Motivation is achieved | | | | self-organizing structure that is resilient to fast |
| by empowering people to be valuable team | | | | changes through its ability to adapt. |
| members rather than through | | | | Agility cannot be enforced by methodology, and it |
| command-and-control-oriented process | | | | is not a product feature. It can only be achieved |
| implementations. Adaptive case management sits | | | | through the agile mindset of management who will |
| at the center of gravity for process, content, and | | | | put the right technology in place that empowers |
| customer relationship management and therefore | | | | agile employees. Process maturity is not about |
| plays a key role for effective execution toward | | | | how well processes control employees, but how |
| business goals. | | | | much process control is given to employees to |
| While ACM is about bringing the benefits of | | | | achieve goals and outcomes. |
| adaptability to existing knowledge workers, I | | | | Adaptive process technology exposes structured |
| propose to expand that into "Adaptive Process" | | | | (business data) and unstructured (content) |
| that combined with an empowerment | | | | information to the members of structured |
| management paradigm turns more production | | | | (business) and unstructured (social) organizations |
| workers into knowledge workers rather than just | | | | to securely execute—and continuously adapt |
| automating the production workers' work. | | | | with knowledge interactively gathered during |
| There is an obvious need for dynamic processes | | | | execution—structured (process) and |
| that BPMS vendors are already addressing. The | | | | unstructured (case) work in a transparent and |
| reality of BPM shows that it is very difficult to | | | | auditable manner. |
| top-down analyze and simulate business processes | | | | |