Business Interaction Management (BIM)
Social networks now exist for several years and some of the behaviour of such communities is reasonably well understood. Enough to know that there are potential pitfalls. However, somehow we always seem to forget. Twine, a perception of social interactions.
The Xpragmatic View #106 - August 24, 2008
Interactions and conversations
While thinking about the concept 'interaction' it is important to understand that the traditional business view and the real world's view on the interaction do not really match. When businesses interact, they want to achieve something. When people interact, they want to understand something.
The Xpragmatic View #94 - December 16, 2007
All interactions are crucial steps in any business process. Yet, in most process descriptions, interactions are just endpoints. Once we get there, the process reaches completion and everything is OK. There are no further consequences. Unfortunately, this is incorrect.
The Xpragmatic View #92 - October 27, 2007
Over the past years, the customer has moved to pole position. Customers are no longer passive participants in the sales process but now dictate the rules. Experience creation is the associated buzzword. However, there are also other needs...
The Xpragmatic View #90 - October 10, 2007
The case for Business Interaction Management (BIM)
In this white paper, we introduce the concept of Business Interaction Management (BIM). We explore the reasons that make that there is a need for a better understanding and mastering of such expertise and we position it against better-known disciplines such as Business Process Management (BPM).
White paper - July 15, 2007
Business processes are not your business
If we want to make the effort of having a closer look at our customer's processes we might identify huge opportunities for improvement of our own business processes. Business Process Management (BPM) revisited.
The Xpragmatic View #84 - April 15, 2007
Over the past years, better and more cost effective communication capabilities have been the main drivers for evolutions such as internationalisation, globalisation and outsourcing. Indeed, this improved communication capability has been an enabler for various new and more complex forms of collaboration. At the same time, organisational structures are growing thinner. Is there still room for the traditional company?
The Xpragmatic View #64 - January 2005
