The Insider's Guide to Next-Generation BPM
By Lynn Haber, ebizQ Contributor , 12/21/2011
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Knowledge is power.
Business decision-makers who truly understand what dynamic case management (DCM) is—and isn't—will be best equipped to use such solutions to transform how their companies work. But gaining correct knowledge about case management can be easier said than done, given the sheer number of misconceptions about the approach.
In this feature, based on expert sources and resources, we try to shed light on some of the myths and realities surrounding the business side of case management.
Myth: DCM is a new trend.
Reality: More accurately, DCM is like a new bottle for old wine. It's a new way of looking at what companies have always looked at: optimizing processes that manage the interactions between the business and its stakeholders. The more companies realize that DCM is what they've been doing all along, the more they can leverage that experience and gain value from it.
Myth: Case management is a well-understood discipline.
Reality: Researchers have found that traditional case management is a well-understood, mature discipline in many organizations—but the level of understanding depends on both the industry and an individual's expertise. For example, if you say "case management" to professionals in many businesses, they'll probably think of a social worker's case file or a legal matter being handled by an attorney. On the other hand, a government employee is quite likely to understand what the term means. A business process professional who's familiar with document management and similar activities will also understand what you're talking about.
Despite varying levels of understanding, Forrester's research points toward a new meaning for case management. It's one that moves away from a simple "replace the paper file" mindset to an acknowledgement that, for most organizations, the basic approach to processes has changed, requiring new ways of thinking and new support tools.
Myth: DCM is like enterprise resource planning (ERP) and similar systems that are primarily suitable for large organizations.
Reality: If you look at DCM as a human-centric approach to improving service, then any business of any size in just about any market can start down this path today, especially with the availability of pay-as-you-go models. Organizations can start by documenting a single important process, then get stakeholder support behind a DCM initiative to improve it.
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