tag:blogger.com,1999:blog-6149953344722382854.post1315089182308262183..comments2009-08-28T21:02:17.567-05:00AABhttp://www.blogger.com/profile/07464006705601227120noreply@blogger.comBlogger2125tag:blogger.com,1999:blog-6149953344722382854.post-20823682176681481792009-08-27T09:13:13.160-05:002009-08-27T09:13:13.160-05:00This is a wonderful example of the peril of IT trying to stay aligned with business while not fully optimized. Business is changing so fast that in order to stay aligned, IT needs to be agile. The failure to adapt to new business conditions is not caused by the adoption of a process-oriented method, be it LEAN or BPM. It's because of IT's naive thought that business processes are stable and won't change much over time and its inability to adjust quickly.Long Huynhhttp://tao-of-it.comnoreply@blogger.comtag:blogger.com,1999:blog-6149953344722382854.post-16561632406351531612009-08-25T12:57:13.947-05:002009-08-25T12:57:13.947-05:00Great case study. Clearly "agility trumps single-minded devotion to process" is the moral of this tale. It's also clear the rate of change is not going to decrease, making agility more important as time passes. The thing is, process matters, and employing BPM software can be a part of becoming more agile, so long as SOA underlies everything. Forrester analyst Randy Heffner has a construct he calls "digital business architecture" that puts it all together nicely.Gene Leganzahttp://geneleganza.wordpress.comnoreply@blogger.com