Business processes represent an opportunity for dialogue about collaboration, re-engineering and automation, within, and even outside, enterprise borders. The new issue of Alinement Magazine encompasses various aspects of processes: their models, their architectures and the required leadership, that allows the capture of the core business interactions of an organization.

The Greek philosopher Heraclitus is right: “No man ever steps in the same river twice, for it's not the same river and he's not the same man.” Similarly, neither a business nor its myriad stakeholders remains the same for long and processes capture this dynamic aspect of business.

While most discussion of business processes (Six-Sigma, for example) focuses on customer interactions, modeling an organization’s internal processes can be as important as its external processes. The services offered by the IT department are a case in point, with Service Management frameworks like ITIL bringing them to business visibility, ensuring they can no longer be circumvented by the rest of the organization. Proper evaluation of these services is essential in order to show the value that IT can bring to the organization (as shown in Rahul Mohod's article). The need for IT departments to measure, and sell, their services and capabilities becomes clear when they have to compete for survival in times of mergers and acquisitions, or stave off the threat of outsourcing.

Even as we struggle to address the full implications, businesses have become heavily reliant upon software and IT. In this context, the Business Motivational Model (BMM – see Mark Walsh’s article) provides a valuable resource for organization's looking to transition to a process-based enterprise. The close relationship between processes and IT suggests that business process is not far removed from a software process. The Business Process Modelling Notation (BPMN) or, alternatively UML’s use cases and activity graphs, can be used to model a series of increasingly complex business processes that might then be enabled by IT. Excellence in process modeling not only serves to document the end-user interactions and aid in their optimization, it can also help to identify business priorities for IT automation, helping separate business needs from wants.

The value of an enterprise-level process architecture arises from the insights it can provide executive management and the promise of “creative and frictionless action”. Business intelligence (BI) embraces this concept by incrementally sifting through data, processes and corporate knowledge to create a dynamic matrix that brings together otherwise unrelated (or siloed) information. As argued by Tiwary, BI can also expand its horizons to include collaborative intelligence that takes the concept of BI beyond one organization. The key to future business success is to see beyond simply competition, and use the concepts and technologies of business intelligence to achieve collaborative intelligence.

These different facets of business process show why it is a driving force for innovation in the enterprise. And as we continue to use IT to enable, support and automate the execution of these processes, efficient business processing becomes a reality.

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Tough business times are not new. What is new is the rapidity with which economic difficulties can appear on the horizon and engulf our businesses. Alvin Toffler, a few decades ago, predicted that not only are we inundated with change, but also the rate of change is increasing. Therefore, the need to base our business on a robust suite of fundamentals that would help it sustain through tough times is essential.

Furthermore, synergy between the myriad elements that make up the organization – typically the leadership, the analysts who understand, model and optimize the operations, and the business as well as information technology (IT) strategies of the organization, amongst others – is another crucial element of a organization that, if engendered correctly, can help it weather storms such as the current Global Financial Crises.

The latest issue of the Alinement Magazine is squarely focused on these fundamental aspects of business. This issue develops the idea of close cooperation between business and technology in a extremely practical way. The three authors  who have contributed to this issue, are highly respected, experienced and pragmatic professionals covering the business and IT domain. All have indepth understanding of both the business and technology aspects of organizations and have been practicing as well as advising organizations on their business and IT strategies.  

Firstly, Keith Sherringham, a highly experienced IT consultant with a flair for writing, discusses seven business fundamentals for tough economic times. While stressing that these are not necessarily new, Keith presents them succinctly and reminds us of the need to adhere to them especially when the going is rough. Keith also discusses the reasons why and how these fundamentals work in practice. 

Dale Nott then takes us into the interesting area of business sustainability and agility – as against pure software agility. Dale’s wide ranging experience together with his BPM work at Cinergi, comes to the fore in this article. To start with, Dale describes the business rules, process controls and metrics that make up BPM. This is followed by a succinct description of the challenges in implementing BPM and practical discussion on how to handle those challenges. 

Finally, Satish Chandar takes a plunge in the field of authoring by outlining his vision of business analysis in sync with both business and IT strategies. Based on his wide-ranging experience, Satish takes us through the activities of a BA that can add direct value to business and IT strategies – such as clarifications and demystification, engaging with the organizational leadership and stakeholders and keeping the context of the IT strategies firmly in mind. Appropriate risks associated with this approach and how to ameliorate them are suitably highlighted. 

This is a must read issue for all of us who are keen to learn from the experience reports of peers and who would like to bring about positive changes within our organizations that would enable them to survive and prosper in our turbulent economic times.

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