We seem to be in a downward spiral. I hear people all around me firmly focused on short-term recessionary issues. How often have you heard a conversation that starts "I've never known it so tough. I have had to cut my cost base by 40%, lay 25% of my staff off and my pipeline has dried up"? Put two like-minded people together and it doesn't take much to get to the bottom a deep recessionary hole. Why do Managers, Directors, Financiers and the media feel it necessary to talk themselves into a recession?
I am taking a more positive approach. I firmly believe there is a future for businesses in the UK. You just have to be positive and stretch your view from the immediate to the medium term. The key factor that is helping my business grow in todays market is the strength and creativity of my team. We are working hard, looking for creative innovative ways to be more efficient and to strengthen our pipeline. We are constantly looking to hire strong sales and delivery people. We are also in accquisition mode as there are a number of firms that are struggling and are therefore under valued.
I m looking forward to riding the recovery wave.
Last week I had the pleasure of listening to Phil Gilbert, Lombardi Software's CTO at the Lombardi European Partner Conference in south-west France.
During his keynote, Phil quoted a VC friend as saying "We look for companies doing Oracle ERP installations because we know they will probably go bankrupt soon and then we can buy them on the cheap. As a VC, ERP installation projects are our pipeline".
Clearly we are in an uncertain world right now. So, if large ERP implementations are high risk and the level of volatility in the world is such that we have to do things differently, have we reached the time where pureplay BPM vendors like Lombardi are in the ascendance?
Posted by: peter in Savvion, SAP, Peter Borner, PegaSystems, Lombardi, K2.net, iterative approach, governance risk compliance, Global 360, Credit Crunch, change, bpm, Appian on
Oct 29, 2008
As a regular reader of Dennis Byron's excellent BPM in Action Blog, my interest was peaked by his latest entry (http://www.bpminaction.com/blog/2008/10/bpm_viewpoint_what_new_aiim_st.php) where he discusses the new AIIM study on BPM (http://www.ebizq.net/news/10483.html).
As a centre of excellence for BPM our aim is to deliver value as early as possible in any engagement. Typically we look for processes to attack in the initial iteration that can start to deliver an ROI within 90 to 120 days. This is clearly in line with Dennis' advice in his blog post. My view is that, learning to walk before you run is a key success factor in all BPM projects. After all, a lean, agile, reliable approach that has early success will never be a job loss or balance sheet writedown issue!
If have published a number of solution briefs for those of you looking to introduce BPM into your business. You can find them here: http://www.axispoint.co.uk/dl-white-papers
