Darwin Would've Loved Decision Management
cheryl wilson 270003VHSH email@example.com | | Tags:  continuous-process-improv... business-process-improvem... decision-management business-rules bpm business-process-manageme... business-rule-management
0 Comments | 2,924 Visits
Darwin would’ve loved Decision Management because, at its core, Decision Management is all about the survival value of adaptation, or being able to adjust fittingly in response to changes in your environment, good and bad. It’s about giving business the tools to better control (and evolve) its profit-sustaining processes by making it easier and faster to change the decisions that drive them. Key to this capability is separating operational decisions from processes so that the things that change most often (decisions) can be made without changing the process, without recoding.
I can’t describe this competitive advantage any better than James Taylor did in his new white paper, The Decisions at the Heart of Your Process. So I won’t. Instead I highly recommend reading this great piece of education around the symbiosis between Decision Management and BPM. The paper is divided into two sections: 1) the business value of decision management to processes, and 2) how to apply it. If you’re interested in business process improvement, take 20 minutes and read it.
Here’s an extended sound bite:
“Business users like Business Process Management software because it allows them to change their workflow easily—it increases the capacity for change of the process. Decision Management further increases this capacity as business changes often involve updates to business decisions—to pricing, eligibility or risk assessment decisions, for example. These decisions are often the most dynamic part of a process, the part that changes most often. For instance, a company’s pricing rules are likely to change far more often that its order-to-cash process … If business users can only change the process, then they will not be able to respond to the far more numerous pricing changes without changing the process, an unnecessary step.”
brings me back to Darwin and why he would’ve advocated for Decision Management (if he studied
commercial organizations as opposed to biological systems). Survival is intimately
linked to an organism’s ability to become better suited to its habitat over
time or, failing that, to find another habitat more suitable. With biological
systems, physical or physiological adaptations can take several generations
during which certain populations die out or adapt. The lesson for business is obvious: We can’t afford to behave like biological systems, waiting several generations for
change. Business change, especially tactical, needs to happen faster to ensure competitive success in
a global habitat that is extremely dynamic. Decision Management can help reduce
the number of generations (iterations) it takes to respond to environmental opportunities
If there’s a cautionary mantra here, it’s this: “You can’t respond faster than you can recode” (whether it’s genetic or Java code). Which may be why some people are still looking for habitable real estate on Mars.