When processes and applications were handcrafted or
configured, the end game was to create a best practice and tweak it over time
to bolt down a true best practice. While the best practice could evolve over
time, it stayed relatively stable. ERP is an example of these kinds of efforts. Because of the rate of change and the
increase of unstructured knowledge work, a new approach to creating a multitude
of evolving better practice patterns is also emerging. This is putting a
spotlight on emergent better practices.
The Case for Best Practices:
Where decisions and actions are stable, best practices make
a lot of sense. This way a standard process can be established for further
optimization. For problem domains that are known and rarely change, best
practices make great sense. This is where packaged and hand crafted
applications make sense. Once implemented, optimization leveraging methods such
as Six Sigma and process improvement make a lot of sense. Polishing the jewels
of best practices is a great way to cut costs and raise revenue. One could
argue that if this kind of processing or applications is that stable and
non-differentiating, maybe it should be outsourced to more cost effective
vendor than preforming it internally. Many organizations are aimed at keeping
this approach going.
The Case for Better Practices:
Well as processes and systems reach for more knowledge
intensive arenas, the need for a new approach becomes necessary. Much of this kind of work requires
collaboration and the sequence of actions are not the same every time. In fact
sometimes there may not be exact duplicate of action sequences ever. This is
often referred to as “case management” or “adaptive case management”. Where
there are not best practices, accumulation of multiple success patterns to
choose as a starting point makes more sense. This is called better practices.
There may be several ways to approach desired outcomes based on studying
successful patterns. This is where process or action mining comes into play.
Better practice approaches are common in collaboration and social interactions
where knowledge and wisdom is need to be applied to a case.
Finding the Balance:
There is no one approach that will work for all of your work
streams. In fact as work evolves, there will be a need for both approaches.
Emergent better practices can also evolve into best practice over time. Know
when to leverage each approach and in combination will be the challenge for the
business process director as well the process manager. Building skills and
methods for creating both kinds of practices will be a key to process success.
Net; Net:
There are pockets of best practice bigots and pockets of
emergent better practice bigots. We truly need both and these folks need to get
along for process success. Yes Cats and Dogs can get along.
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