EVOLUTION OF BPR

"Everybody was born with a screwdriver in their hands"

Posted on the March 13th, 2008 under CRM, Value of BPR by Gregory Yankelovich

This is my reaction to a post of Vinnie Mirchandani and an interview with JP Rangaswami, link to which I found there.

I am a subscriber to JP blog, and largely agree with most of what is discussed in this interview on a strategy level. However I have a big problem with an execution side of this E2.0 philosophy.

“The CIO Is Dead”

Posted on the March 12th, 2008 under Business Risk, Change Management, Value of BPR by Gregory Yankelovich

I read this pronouncement in CRM Mastery e-Journal published by Jim Berkowitz. Now, this is an attention grabber! You should read the complete post and interview with Ian Campbell, CEO of Nucleus Research to see that the analysis does have a merit and has to do with evolution of CIO role in an enterprise.

Reflect on KM and Enterprise 2.0

Posted on the March 5th, 2008 under Change Management, Value of BPR by Gregory Yankelovich

I am new to blogging and, being involved with a few Enterprise software implementation projects during last few months (or years?), have missed a lot of discussions going in this space. Therefore I do not consider myself an expert on this subject, however I was involved with practical implications of sharing "tribal knowledge" within enterprise for quite a few years. In that context wiki/search and other "repository" type tools did not appear to add much value in my experience yet. Given enthusiasm of my many colleagues to experiment with these tools, I was wondering why so little practical results was achieved.

The latest attempt, I was a part of, involved using wiki as a project management methodology and Best Practices knowledge repository for the mid-size organization in Software Industry. The process of content development was very vigorous, democratic, cooperative and enthusiastic, the infrastructure was put in place and communications were issued to everyone in the company. The quality of the content was very impressive, but the knowledge did not find it’s way into the practice of the delivery of projects, did not improve at all quality of estimates or project management. Unfortunately this experience was consistent with the previous ones, and I can’t help, but think that the "passive" nature of wiki tools is the reason for failure.

People in everyday life don’t seem to use referential source of information until they are "stumped" and cannot proceed without specific piece of information. That leads me to believe that unless KM is contextually integrated into business process supporting/controlling systems, their value in an Enterprise environment is very limited.