Process oriented architecture for digital transformation 2015

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Process Oriented
Architecture for Digital
Transformation
Vinay Mummigatti, USA
INTRODUCTION
Digital technologies are transforming every industry while throwing up new
opportunities and challenges every day. Global enterprises are confronted
with the need to understand, adapt and capitalize on these trends.
There are four distinct digital trends that are touching every enterprise today
viz. Internet of things (IOT), Social media, Big Data and Cloud. These are dis-
tinct trends but complementary to each other. The burgeoning technology
revolution in the connected devices market accompanied by the social media
revolution is driving newer demands on business strategies every day.
Amid this chaos, we find an increasing ripple effect of these trends across
key value chains and processes. These processes touch all customer interac-
tions across domains such as supply chain, manufacturing, operations, in-
novation and marketing. Firms that will outlive this chaos are the ones who
will successfully leverage the digital trends to transform their business pro-
cesses. But the massive scale and pace of this change is making the adapta-
tion process very challenging. This paper focuses on connecting the digital
trends and business process management concepts to deliver tangible trans-
formation around experience, efficiency and growth.
THE BIG TRENDS – DRIVING THE NEED FOR DIGITAL TRANSFORMATION
Estimates from Cisco, Intel, GE and McKinsey predict that more than 25-50
Billion (predictions vary by each source) connected devices will be in use by
2020 and the value creation through IOT can vary between $15-20 trillion in
the next decade. The growth of connected devices from 10Bn today to about
50Bn devices by 2020 is an exponential growth and indicative of many ripple
effects across major industries. About 30% of the world’s 7.2Bn population
is using social media today and about 50% of the global population is using
mobile phones (source Internetlivestatscom).
The IOT and social media are distinct trends but are enabled by mobile in-
ternet penetration. The confluence of mobile internet and connected devices
is creating exponential growth in data that is generated. IBM research states
that from 800 petabytes of data stored in 2000, we will be storing about 35
zetabytes of data by 2020. (1ZB = 106PB). More than 80% of this data is un-
structured and generated from interconnected devices, social media, web,
search indexes, emails and documents. Ninety percent of the data today was
created in the last couple of years, which demonstrates the pace at which we
are generating data.
The recent introduction of IPv6 (Internet protocol version 6) eliminates a ma-
jor barrier to adoption of IOT, as the currently-used IPv4 would soon be
reaching a maximum limit on internet addresses that can be allocated to de-
vices. Every device on the Internet is assigned an IP address for identification

PROCESS ORIENTED ARCHITECTURE FOR DIGITAL TRANSFORMATION
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and location definition. IPv6 uses a 128-bit address, allowing 2128, or approx-
imately 3.4×1038 addresses, or more than 7.9×1028 times as many as IPv4.
To make meaningful use of the IOT penetration and social media information
exchange, we need to leverage big data concepts and technologies. This kind
of data volume needs to be ubiquitously stored and made available for real
time and batch processing. This is where cloud storage comes into play.
As IOT and social media trends create disruptions for enterprise, Big Data
and cloud are becoming the enablers for enterprises to harvest the business
value. The disruptions caused by these trends will impact the business pro-
cesses and business models offered by every large firm. The demands of a
connected customers in the Generation-X and Y groups makes it even more
challenging as we need to provision goods, services and information in real
time. These groups are characterized by being digitally savvy, always con-
nected, real time action oriented and driven by a sense of community. It is a
struggle for many firms to deal with the boundaries of digital transformation
that will decide their sheer existence in the next 3-5 years. The below dia-
gram provides a conceptual view of the opportunity that exists in front of us
to connect the digital trends to the enterprise processes, thereby delivering a
tangible outcome.
Figure 1: Digital trends impacting business processes
The sheer size of the value that will be created through these disruptive
trends can give birth to many new firms that will thrive on the emerging
connected world. This paper attempts to describe the key aspects of digital
trends, their impacts on vertical industry processes, technology and busi-
ness enablers. It is also an attempt to explain how the “Digital BPM” con-
cepts are evolving and the business and technology considerations needed to
capitalize on the digital revolution.
DEFINITIONS
Throughout this paper we will be discussing about the following terms and
hence providing a basic definition will help in setting the right context.
1. Internet of Things (IOT): IOT refers to a network of dedicated physical
devices that have the capability to sense and interact with the environ-
ment using the embedded technology. The IOT applications involve cap-
turing data from “things.” aggregating, analyzing that information over a
network and the ability to take actions at device level or connected pro-
Social media
listeners,
Analytics & data
IOT
Gateway
Process
Automation
Events /
Triggers
Social
media
IOT
Big Data
store and
analysis

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cesses. The IOT also involves interplay of devices (may or may not have
unique IP address) and gateways/interfaces (with unique IP) that to-
gether perform a function to deliver value. IOT may include wearable de-
vices, smart homes / cars, mobile devices, smart meters, any kind of
motion or object tracking devices (with RFID), security devices and more.
2. Social media: Social media refers to the tools used by people to com-
municate, share ideas and exchange user generated content. The power
of social media lies in empowering the users to create, share and con-
sume information and content in line with their preferences. Social Me-
dia is characterized by the use of various kinds of tools including blogs,
microblogs, social networks, location based networks, collaboration
tools, multi-media, professional networking, social games and many
others that are still evolving.
3. Cloud technology: “Cloud computing” refers to on-demand delivery of
IT resources via internet to build and host applications that are available
across channels and offer massive economies of scale, availability, elas-
ticity and rapid provisioning. Cloud computing is a great enabler to the
IOT and Social media trends. Cloud computing is a complex infrastruc-
ture of software, hardware, processing, and storage that is available as a
service. The key characteristics of cloud which make it a disruptive ena-
bler to IOT and social media trends are ubiquitous availability and un-
limited scalability and extensible processing capacity.
4. Big data: Big Data refers to technologies and solutions that involve data
that is too diverse, fast-changing or massive for conventional technolo-
gies, skills and infrastructure to address efficiently. Big data is charac-
terized by the volume, velocity and variety of data that is too great to be
handled by traditional RDBMS technologies. Both IOT and social media
are keys to the burgeoning data that is generated across the web. Bil-
lions of devices are constantly streaming data that needs to be captured,
stored and analyzed for taking actions. More than two billion people use
social media and every interaction creates more data that needs to be
stored and processed. This data explosion is what is causing enterprises
to adopt “Big Data.” Most of the data generated by IOT and social media
are unstructured, which cannot be processed using traditional RDBMS
concepts. Big data is characterized by data sets that deal in large vol-
umes (from TB to ZB – Facebook ingests 500TB of new data every day),
high velocity (from batch to streaming – billions of devices / sensors
constantly generate new data that needs real time processing) and wide
variety (from structured to unstructured - geospatial, images, videos,
and unstructured text).
5. BPM and Case Management: Business Process Management stands for
concepts and tools used to manage business processes in an enterprise.
A BPM platform usually consists of the following components: Modeling
and Simulation, Workflow Engine, Systems Integration, Business Rules
Engine and Business Activity Monitoring. Traditional BPM implementa-
tions are suitable for static business processes with streamlined work-
flow that has finite start and end points. As we deal with more complex
scenarios involving dynamic flows and collaboration across channels
and unstructured content, we need to look at Case management plat-
forms. Case Management involves case intake, setup, fulfillment and
wrap-up as dynamic processes coordinate knowledge, context, actions
and correspondence. Monitoring and events driven actions become criti-

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cal value added functionality in case management applications. The be-
low diagram brings together these capabilities.
Figure 2: From BPM to Case Management – holistic capabilities
IS “BPM EVERYWHERE” = “DIGITAL BPM”
As we deal with the technology disruptions around major themes of IOT, so-
cial media, Big Data and cloud, enterprise economics is driven by four major
entities – people, process, data and devices. This book is aptly titled as “BPM
Everywhere” which connotes the ubiquity of business processes in a digital
enterprise.
The broader meaning of “BPM Everywhere” is an ability to Initiate, Manage,
Report and Connect processes across channels, geographies and systems.
“Digital BPM” is characterized by process automation for connected custom-
ers and devices, generating data through their constant interactions across
mobile, social and web. Between the two concepts of “BPM everywhere” and
“Digital BPM.” we see three “P’s” of processes eg: pervasive, pertinent and
perpetual, as core concepts:
1. Pervasive: Digital concepts of IOT and Social media constitute majority
of interactions impacting every process. Hence to make any business
process relevant and contextual to our customers through every step of
key value chains, we need to integrate the IOT and social media to en-
terprise business processes. Our business processes need to be “omni-
present” – meaning availability across the enterprise, Cloud, web/mobile
and connected devices. Only then we can capitalize on the full potential
offered by IOT and be assured of holistic delivery of products and ser-
vices. (Example: A monitoring device for elderly person or patient, will
serve its fullest purpose when the process of dispatching emergency ser-
vices is connected to the data coming from device signals and the pro-
cess is coordinated with health providers to enable downstream actions.)
2. Pertinent: We need processes which can connect related events across
all interactions driving real time and batch responses that will influence
the critical outcomes. Ability to build the context through IOT and social
media interactions is key to delivering the right process at the right time.
This is only possible with the Big data that can collate data points
across interactions and apply logic that will generate events to initiate
business processes. (Example: A customer posting issues or complaints
about products/services on social media and also contacting the call
center is an indicator of possible churn. Ability to trigger a service pro-
cess proactively can mean not only saving a customer but also building
long term loyalty).
Graphical
Modeling
Workflow
Engine
Process
Monitoring
Business-
Rules
Automation
Systems
Integration
Dynamic(/(Ad,
hoc(workflows
Social(/(
Collaboration(
Knowledge(/(
3600 Context
Events(driven(
actions
Basic(BPM(Building(Blocks
Forms Audit Trail Email / Correspondence
Case(Management(:(Comprehensive(capabilities((
Omni,Channel
Role based UISLA Skills based Routing
Work(Management(features(offered(by(BPM(platforms

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3. Perpetual: To maintain continuous and uninterrupted value chain de-
livery across different spheres such as networked devices, channels, ge-
ographies and value chains, we need to be able to trigger and access the
processes in real time across channels. We cannot be hindered by the
restrictions of firewalls, scalability and accessibility. This is where the
cloud hosting becomes an enabler as the physical boundaries are re-
moved. (Example: maintaining large volumes of data around web
searches, browsing patterns, e-commerce behaviors, location tracing
can be key to detecting events which can feed processes for fraud man-
agement, market segmentation and intelligent offers)
The word “Digital BPM” takes a broader meaning in a digital enterprise
where we need to manage People, Process, Data and Devices in a holistic
manner. Below is a description of how these four entities come together in a
“Digital BPM” world:
1. People: Connecting people not just for communication but doing trans-
actions seamlessly as peer-to-peer, peer-to-groups and groups-to-groups
(such as peer-to-peer payments, opinion sharing, crowd sourcing of ide-
as, education, services, financing, trading etc). Mobile internet and so-
cial media have become the biggest disruptors that have enabled people-
to-people connections.
2. Process: Intra and Inter enterprise processes connected to people and
Devices which can deliver the right information to the right person or
Devices at the right time (smart homes managing security, ordering sup-
plies, automated maintenance, power and utilities management, tempera-
ture control while being connected to various retailers and services firms).
3. Data: People and Devices not only generate data but also consume the
data/intelligence – hence we need to leverage the vast data generated to
produce intelligence which can feed into processes or assist in decision
making (sentiment tracking and positioning, geo location tracking, purchas-
ing patterns, online and offline behavior tracking, activity and health moni-
toring are some of the ways we can do micro-segmentation of our target
market and position goods and services in a contextual manner that will
translate into better logistics, production planning, cost reduction and re-
turn on marketing dollars).
4. Devices: Physical devices connected to the internet through embedded
sensors and actuators to enable data gathering and intelligent decision
making. Devices not only collect data but also perform functions without
human interventions (Wearables are changing many aspects of our per-
sonal life and digital commerce, but more so at industry level – energy and
utilities management through smart meters, smart logistics with real time
tracking are transforming whole industries).
TRANSFORMATION OPPORTUNITIES
What does the digital transformation bring to enterprises? Where do we see
tangible benefits which will drive the ROI from digital transformation? The
big opportunities are in the following areas:
1. Asset utilization: Provisioning of goods and services at the point of
need, delivered optimally with minimal waste and predicting the con-
sumption patterns can drive critical efficiencies in the “enquiry-to-offer.”
“Order-to-cash” and “service request-to-fulfillment” value chains.

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2. Customer experience: The last mile in delivering goods and services is
the most critical part of any customer journey maps and experience.
Adapting to the IOT and social media trends and harvesting the radical
benefits offered to transform the last mile, can mean exponential growth
of revenues and market shares.
3. Innovation: Customer driven innovation and crowd sourcing are chang-
ing the R&D paradigm. Collaboration across geographies, enterprises
and skills is helping find solutions to global challenges such as energy,
clean water, pollution control, drug research etc. The elimination of time
lag spread between data collection from R&D results, product launch
and market perception of value realized is a major advantage offered by
the digital revolution. The rapid time-to-market for goods and services
with near real time feedback from consumers can mean radical im-
provement in revenue growth and cost efficiencies. Connecting the inno-
vation engine of the enterprise to the customers, suppliers and partners
can mean a paradigm shift in how a firm deploys its R&D budget.
4. Agility (supply chain, operations and logistics): A significant part of the
cost structure in any firm is the supply chain, operations and logistics.
There is significant wastage involved across human and material re-
sources – mainly caused by lack of visibility and predictability due to
systemic bottlenecks. Real time analysis of data feeds coming from IOT
and social media can mean near real time response and continuous op-
timization of manpower, resources, logistics and inventory.
5. Human Productivity: Most of the bottlenecks in human productivity
are due to lack of information and the intelligence needed to take ac-
tions. Inability to collaborate across knowledge workers is a major bot-
tleneck across key value chains.
The transformation being driven by digital trends is making processes per-
petual, pertinent and pervasive which is directly contributing to the oppor-
tunities listed above.
DIGITAL BPM EVOLUTION
BPM is not a new concept and we have the seen the evolution of BPM con-
cepts and technologies from early 1990’s. Mostly the early 90’s focus was on
industrial process automation around supply chains, assembly lines or
HR/financial/ sales processes. The first decade of 21st century witnessed a
shift to automation of customer service processes, knowledge/collaborative
processes and innovation processes.
• In the Pre-2000 era, we saw silo processes that began and ended
within a department (key focus was on system to system and human
to system flows across ERP, MRP systems).
• From the year 2000 to now, we saw automation of end-to-end value
chains (enquiry-to-order processes, order-to-fulfillment processes and
problem-to-resolution service processes). Key functionality in focus
was: Dynamic /Intelligent BPM – rules driven straight through pro-
cessing, bringing together the 3 C’s: Customer, Context and Content
to deliver Dynamic Case Management.
• 2015 and beyond: The trends around digitalization portray the evolu-
tion of Digital BPM characterized by anytime, anywhere, ubiquitous
processes driven by data (Machine-Machine and Machine-Person )
and social interactions (Person-Person).

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What differentiates “Digital BPM” from legacy BPM ?
1. Device driven: Billions of devices – mobile, wearable and everything with
a sensor/algorithm/actuator/IP address can trigger or consume a Busi-
ness Process.
2. Data driven: Peta and Zetabytes of unstructured and structured data
that will drive algorithmic events tied into key processes
3. Social processes: The Gen Y (Born 1977-94) and early-Gen Z (1995 on-
wards) population is always connected to the internet and to their com-
munities – and their interactions drive key business processes.
4. Multi-dimensional processes: The new paradigm of business processes
will be to define processes that drive the value chains at multiple dimen-
sions viz. device, gateway, enterprise and social/community levels.
The next section addresses the patterns for digital BPM that will take into
account the evolving trends of BPM.
DIGITAL BPM PATTERNS
Digital BPM will have to address multitude of process patterns as we deal
with following scenarios that depict the spread of processes between devices,
gateways, enterprise/cloud and social networks. Each layer described in the
table below indicates the level of complexity that needs to be accounted while
designing solutions:
Figure 3: Process patterns for a digital enterprise
As we move from lower to higher numbers, the patterns are inclusive and
hence incrementally complex.
1. Device centric “Atomic” processes: Processes which begin and end in
each device or gateway (Wearable device communicating with a mobile
phone). State and data is managed within the device or the gateway, and
the gateway acts as a user interface.
Device SocialEnterpriseGateway
Device
Gateway
Enterprise
Social
4
3
2
1

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Figure 4: Device centric “Atomic” processes
2. Gateway centric “Composite” processes: Multiple devices interacting
through one or more gateways to manage processes. State is managed
at device and gateway level. (Processes involving Peer-to-Peer interac-
tions and collaboration, data sharing, location sharing)
Figure 5: Gateway centric “Composite” processes
3. Value chain centric “Enterprise Processes”: Inter-device and inter-
gateway processes which connect to enterprise/ cloud hosted applica-
tions in real time or batch. (Integrated production assembly line – ware-
house -distribution processes, complex logistics, transportation, power /
energy flow control, smart offices)

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Figure 6: Value chain centric “Enterprise Processes”
4. Cross value chain “Federated” processes: Cross enterprise and cross
social network processes which feed off of social and device interactions
leveraging Cloud and enterprise hosted apps accessed over multiple
channels.(Customer service, innovation, crowd sourcing applications)
Figure 7: Cross value chain “Federated” processes
POTENTIAL FOR BUSINESS TRANSFORMATION ACROSS INDUSTRY VERTICALS
We will see significant impact of IOT and Social media trends across manu-
facturing, retail, financial services, healthcare and utilities industries. How-
ever the impacts across the value chains will vary by each industry. The be-
low table provides a view of relative impacts by each industry.
IOT
Social*Media
Stores
Mobile
Online
Contact*Center

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Figure 8: Relative scale of digital transformation opportunities
by industry
Let us look at some use cases across the value chains in the verticals men-
tioned above. All the use cases listed below can be categorized in one or more
of the five themes viz. asset utilization, customer experience, innovation,
agility and human productivity, which we have described earlier.
1. Marketing, Sales, Service: The data generated from IOT and social media
can help with targeting advertisements and product offers based on cus-
tomer profile, location, behavior and community interactions. Cross
channel customer analytics and predictive modeling can bring signifi-
cant improvement in “CLV”- customer lifetime value (CLV indicates the
present value of the future cash flows attributed to a customer relation-
ship during their entire life time relationship with the company). Also we
can define the optimal marketing mix model based on these data points
which can get better ROI from the limited marketing dollars.
2. Smart distribution and logistics: The intelligence about customer behav-
ior and patterns can help with predictive modeling of distribution logis-
tics so we can move the right items to the right markets that can result
in optimal inventory carrying costs, turnaround time for delivery, re-
duced wastage and avoiding “out of stock” scenarios. Recommendation
engines can help with optimal pricing models, bundling of products/ of-
fers, next best offers and tailored interactions.
3. Financial Services / Insurance / Healthcare: Patterns around Customer
location, transactions and behavior can help detect fraud and proactive
risk mitigation.
4. Resource optimization through remote tracking of physical and human
resources in key industries such as mining, farming, shipping and logis-
tics can bring significant asset utilization and profitability improvement
including savings due to risk mitigation.
5. Smart meters can detect and communicate power consumption patterns
at a customer level and various levels of aggregation which can help
manage power distribution flows – leading to better utilization of power
supply.
Industry->
Value Chain
Manufactur-
ing
Energy &
Utilities
Retail &
e-commerce
Financial
Services
Healthcare
and Pharma
Inbound / Outbound
Logistics
Operations planning and
management
Campaign management
& Lead generation
Enquiry to offer
Order to Cash
Request / Problem to
resolution
Transaction monitoring,
Fraud detection & risk
management
Innovation

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6. Device-enabled payments are taking on a different meaning as physical
currency is giving way to mobile payments and crypto-currencies. As
product and services firms are adopting digital payments, the opportuni-
ties to get a better share of customer’s wallet are expanding.
7. Real-time customer and product monitoring can help enterprises detect
product and service issues and proactively address them, thus helping
improve the CLV (customer lifetime value).
8. Reduced waste by optimizing production and allocation of people / re-
sources – based on real time feedback (customers, partners, supply
chain and R&D)
9. Connected healthcare – real time patient monitoring, drug monitoring,
drug effectiveness patterns, disease patterns – Impacting healthcare
costs and innovation can reduce fraud and waste while improving over-
all healthcare economics.
10. IOT enabled Smart Cars, homes and Offices – are influencing how firms
in the insurance, retailing, energy and security industries need to price
their products and build value added offerings around distribution of
their goods so as to maximize CLV.
These use cases are only a sample of opportunities that are emerging due to
the confluence of IOT and social media. Entire industry value chains will
need to be transformed to adopt the digital trends and adapt to the technolo-
gy wave that is sweeping every aspect of our lives.
Figure 9: Digital BPM conceptual architecture
Digital'BPM'–'Functional'layers
PROCESS'INITIATION'SOURCES
Process'Initiation'Sources
Associate'and'Customer'facing'channels
Online Mobile
Stores
IOT'and'Social'network'enabled'channels
IOT
Supply2Chain2/2
Distribution
Social2Media Contact2Center
BIG'DATA'STORAGE'&'RDBMS''('CLOUD'/'ENTERPRISE'HOSTED)
FEDERATED'BPM'AND'CASE'MANAGEMENT'SYSTEMS'('WORKFLOW'MODELS,'FORMS,'BUSINESS'RULES,'ROLES'AND'ENTITLEMENTS,'COLLABORATION,'
DATA'MESSAGING'&'STORAGE'LAYER'('ACQUISITION,'DIGESTION'AND'
DISTRIBUTED'FILE'STORAGE)
DATA'ANALYSIS'('COMPLEX'EVENT'PROCESSING,'DECISION'MANAGEMENT,'MODELS'AND'
ALGORITHMS)
BAM'&'REPORTING'('CORRELATION,'FORECASTING,'REPORTING,''MONITORING)
Supply'Chain'
Process
Customer'Service
Process
Account'Opening
Process
R&D
Process
Process2initiation2from2
Channels
Event2driven2
processes
SYSTEM'OF'RECORDS
INTEGRATION,'TRANSFORMATION'&'ROUTING'

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Based on the expansive use cases across major industry verticals, the pre-
diction of achieving $15-25 trillion of economic impact due to digital trends
is not a far-fetched prediction.
PROCESS ORIENTED ARCHITECTURE PATTERN FOR THE DIGITAL ENTERPRISE
Earlier in this paper, we talked about four different patterns for digital BPM:
Atomic, Composite, Enterprise and Federated processes. The solution archi-
tecture pattern for Digital BPM must address each of these process patterns.
This section provides a high level overview of key components in a digital
BPM solution and the interplay between them.
There are many finely grained logical layers in a Digital BPM solution. For
the purpose of this paper, we are focusing on main layers which demonstrate
the business value from a Digital BPM solution. These layers are not neces-
sarily a representation of physical separation as many technologies can play
one or more of these functions.
Each of the key layers of a digital BPM conceptual architecture is described
below:
Solution layer Core Capabilities
Process initiation
sources
In a digital BPM architecture, we need to account for various
sources which can trigger work. These could be human, ma-
chine or data sources. Processes might be triggered in real
time or batch mode depending on the source. The process
and case intake capability must offer ability to create new
cases across all channels, using guided menus, forms and
decision trees for all case types. The key value is customer
facing associate enablement and eliminating redundant in-
take capabilities for all case fulfillment systems.
Big Data Big Data would consist of Data acquisition, massaging, stor-
age and analysis layers. It is crucial to apply formatting to
various types of unstructured and structured data that is
collated in the data stores. This layer offers scalable data ac-
quisition, digestion and storage in a distributed file system.
Data Analysis and
Complex Event
Processing (CEP)
The analysis layer constitutes of Analysis and CEP engine—
which help generate business intent from the data. Analysis
engine leverages models and algorithms designed for business
goals. CEP is an ability to capture notable business events
across data sources, systems and perform transformation,
aggregation, detection and enrichment to emit meaningful
outcomes (based on defined business logic) that can be rout-
ed for any further processing.
BAM & BI Business Activity Monitoring (BAM) helps monitor business
processes and Key Performance Indicators. Key functionality
includes Out of box integrations, ETL, events/ patterns
recognition and correlation, forecasting, dash boarding, SLA /
threshold based alerts and incident management.
BAM offers real time and batch mode intelligence around
KPI’s by connecting with various data sources and applying
rules/ correlation and pattern recognition to provide real time
decisioning.

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BPM & Case Man-
agement
BPM and Case Management are capabilities that are opera-
tionally aligned and address the process fulfillment activities.
Traditional BPM applications handle more streamlined work-
flows where as evolving case management functions revolve
around dynamic processes, operations centric work fulfill-
ment and long running flows that need real time collaboration
with content and correspondence. We might have multiple
BPM and Case management applications that would be inde-
pendently aligned to work teams and processes but perform-
ing similar functions around:
• Process modeling, execution, monitoring, decisioning,
collaboration and systems integration
• SLA monitoring, correspondence, content manage-
ment, audit trails and role based entitlements.
• Our ability to track and connect processes/ cases
that are being worked in different fulfillment systems
and provide a 3600 view by case/ customer is key to
digital BPM use cases. We also need a real time visi-
bility to work status across Customer preferred
channels and associates.
RECOMMENDATIONS
The concepts around Digital BPM and the business case demonstration are
still evolving. Hence, we need an incremental approach to adopting and in-
vesting in the technology and infrastructure.
Some simple recommendations would be as below:
1. Focus on customer journey maps to identify key points of interactions be-
tween customers, IOT and Social Media. Also we can map the key value
chains to use cases offered by IOT and social media interactions.
2. The technology space around digital BPM and IOT is still evolving. Hence, it
would be worthwhile for enterprises and technology vendors to partner with
industry thought leaders such as Google, Cisco, Intel, IBM, GE and others.
Digital BPM would be a confluence of semiconductor, hardware and soft-
ware, connectivity and various platform vendors around middleware, appli-
cations and data.
3. There are unknowns with respect to security, protocols and standards for
IOT. Hence, it is recommended to watch for the evolving trends and keep
pace with the developments before committing significant investments.
4. The business case for digital transformation is a factor of industry adoption
of IOT and social media. Identifying the customer spend-patterns and op-
portunities to transform the interactions will drive the business case. On the
industry supply chains, the intermediaries, partners and consultants will
need to work together to develop end-to-end scenarios that will drive digital
transformation.
CONCLUSION
We are on the cusp of a phenomenon that will change the shape of many in-
dustries and give birth to newer ones. The success of every enterprise de-
pends on its adaptability to the digital trends. It is not merely about technol-
ogy adoption but also the business models, product and service innovation
that will drive the opportunities. As processes are underlying linkages to

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value chains that will continue to drive every business, digital BPM will gain
huge importance in the transformation we will be witnessing.
The views expressed in this chapter are those of the author and do not neces-
sarily represent the views of, and should not be attributed to, my employer or
any other party
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Know About IoT Technologies” Published: 27 October 2014 By Analyst(s):
Mike J. Walker
INTEL: Presentation on IOT insights -2014 & LONDON ANALYST SUMMIT
2014 on The Internet of Things -The Next Evolution of Computing
IBM publication: Book on “ Understanding Big data- analytics for enterprise
class Hadoop and streaming data” by Chris Eaton, Dirk Deroos, Tom
Deutsch, George Lapis and Paul Zikopoulos.
Cisco White papers on “Embracing the Internet of Everything to Capture
Your Share of $14.4 Trillion” By Joseph Bradley Joel Barbier Doug Han-
dler & “The Internet of Everything - (IoE) Value Index”

15
INDEX STYLE
architecture, 11, 12
Big Data, 1, 2, 3, 12
BPM, 3, 4, 5, 6, 7, 12, 13, 14
Case management, 3, 13
Case Management, 3, 4, 13, 14
Cloud, 1, 3, 4, 9
Digital, 1, 2, 4, 5, 6, 7, 11, 12, 13
Digital BPM, 2, 4, 5, 6, 7, 11, 12,
13
DIGITAL TRANSFORMATION, 1
industry, 1, 2, 5, 9, 10, 11, 13
innovation, 1, 6, 9, 10, 11, 13
Internet of Things, 2, 14
IOT, 1, 2, 3, 4, 6, 9, 10, 11, 13, 14
Patterns, 7, 10
Processes, 7, 8, 9, 12
Social media, 1, 3, 4, 9
transformation, 1, 2, 5, 6, 9, 10,
12, 13, 14
value chain, 5, 9
Value chain, 8, 9

Process oriented architecture for digital transformation 2015

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