|
|
In the previous chapter I wrote about B2B interaction and collaboration. In this chapter I will focus on people to people collaboration. Complex business processes are long running orchestrations and might require human intervention and control. In today’s service economy worker knowledge is a tremendous asset. Knowledge workers need to collaborate to service their multinational customers, keep value chains running, produce innovative products and services, comply with regulators, etc. People in the extended enterprise need to collaborate around the business processes across internal, external and geographic boundaries with colleagues, partners and suppliers. Collaboration is fundamental to ensure enterprises operations are efficient, effective and unified. For example to offer customized solutions for it’s customers the sales, service, product and marketing departments personal might need to collaborate.
Collaboration around the business process falls within one of the two categories: synchronous or asynchronous. Synchronous collaboration involves people to be present physically or virtually while collaborating like instant messaging. Asynchronous collaboration like discussion threads allows participants to post their ideas on a digital board. Collaboration supports business processes by facilitating interactions between process participants, discussions to develop around key issues and knowledge to be collected for reuse. From a business process management perspective human participants will need to collaborate around the running process to get the job done and handle any exceptions that may arise. Collaborating around the business process has tremendous benefits
|
Buy the Book at
Buy PDF version
|
