Extreme Competition: Empathy For and With AI

Despite the suggestion by some that there is a slowdown of interest in AI, Peter suggests we should have some empathy for AI . But why? Read Peter’s thoughts on the current state of AI and what impact it could have far into the future.

Extreme Competition: The Cognitive Economy–and YOU

Peter exhorts business analysts and architects to focus on what’s happening in the Cognitive Economy and Cognitive Society instead of continuing to focus on capabilities vs. processes and the latest modeling standards. To emphasize the coming crisis, he cites a study conducted by Princeton and Northwestern Universities which predicts that 47% of Western jobs are at stake, and the wealth gap is reaching historical proportions. What can analysts and BPM professionals do to stem the tide of this “unpredictable, unknowable tsunami”? Peter says “get informed” and suggests a number of useful and accessible sources for doing so.

Extreme Competition: The Fourth Industrial Revolution

Peter Fingar contends that the fourth industrial revolution is upon us, a revolution that promises to have an enormous effect on manufacturing innovation including "smart devices" that can take control of machines on the shop floor by communicating autonomously. Peter explores the impact this revolution might have on manufacturing operations management processes.

Extreme Competition: The Cognitive Internet of Everything

Peter Fingar has frequently said that “everything is changed, changed utterly.” In this Column, he explores how the cognitive internet will profoundly affect Business Process Management and offers suggestions to prepare your organization for the sea change he predicts will occur.

Extreme Competition: Cognitive BPM

In his April Column, Peter Fingar predicted that cognitive computing would take computing concepts to a whole new level. This month, he elaborates on that prediction. He says that the BPM practitioner’s challenge is no longer just mastering project management and process modeling techniques. It’s social transformation. Read Peter’s Column to learn just what that may mean for you and your organization.

3 + 1: All Is Changed, Changed Utterly

In his Column this month, Peter Fingar spends one sentence reminiscing about the good old days of BPM and then launches a discussion of the technologies that he believes will profoundly change how companies operate. Read his Column and let us know what you think about these technologies and the impact they might have on your organization.

Business Process Management and the COO Revolution

This month’s Column is adapted from the book, The COO Revolution: Reinventing Customer-Facing Processes for Moments of Truth: http://www.mkpress.com/COO Did you ever wonder about the replacement for Apple’s legendary CEO, Steve Jobs? It was the COO, Timothy Cook. What? The Chief Operating Officer became the CEO of one of the most profitable companies in history? […]

Extreme Competition: Smarter Smart Process Apps

Extreme Competition: Smarter Smart Process Apps In his Column this month, Peter Fingar reminds readers that retailers were reluctant to embrace the internet—that is, until they got “Amazoned.” Now, companies face another challenge with the rise of the Smart Process App, which, Peter asserts, is not just another platform shift. Read Peter’s Column for his […]

Extreme Competition: Playing the BPM Gamification Game

Extreme Competition: Playing the BPM Gamification Game Peter Fingar argues that if a knowledge worker’s work is not inherently rewarding, adding a layer of game mechanics on top of it won’t make it so. Instead, Peter suggests that you combine the most relevant constructs of BPM and video games for the best results in motivating […]

Extreme Competition: The New Business MoSAIC

Extreme Competition: The New Business MoSAIC In his Column this month, Peter Fingar announces the Fourth Wave of Business Process Management—one in which “command and control” management gives way to “connect and collaborate” management. He argues that the model for such a system is not based on the flow of work through a diagram. Read […]