links for 2010-04-01

  • Adaptive, dynamic, agile, social ad hoc: these words have been on every BPM blog in the past month, as everyone jumps on the bandwagon. Keith Swenson provides some clarifying explanations and links to some of the key posts.
  • If you have some questions about ARISalign, here's a whole pack of Q&A from the questions that came up after their initial launch. This includes their product roadmap (better ARIS Express integration, LinkedIn integration, marketplace, model versioning, project templates), a comparison with Lombardi Blueprint, and many other details about what's available now and what's coming.
  • Scott Francis from BP3 (a pure play BPM consulting firm) on why we need companies like his. Having owned a successful pure play BPM consulting firm back before it was called BPM, I completely agree with the value proposition for working with an independent boutique firm rather than the BPMS vendor's professional services, but it will become an increasingly hard sell when the vendors tell customers that their own professional services is the only way to go. Personally, I don't believe that the vendor's PS can do as good a job as the boutique firms, but they have their entire software division as their (usually compensated) sales arm.
    (tags: bpm)

3 thoughts on “links for 2010-04-01

  1. Sandy – regarding the vendors PS teams- you’re right – usually their sales force will sell a lot of services, and usually they’re compensated for that. Luckily for pure play services firms, there is opportunity to work with the software vendors as well as independently – because of our focus, they’re willing to bring us in, and value the expertise of pure play vendors.

    The more general consulting firms may be less inclined to work with partners by nature, but often they’ll bring in pure play vendors at the behest of their customers.

    Direct customer relationships are more difficult to establish because you have to raise your profile high enough to be noticed, but obviously there are benefits to finding that direct work as well.

  2. My experience as a boutique BPM consulting firm subcontracting to large general consulting firms was that the larger firms often wanted to use our resumes to get the work (since they had little relevant experience), then use our skills to train their own staff so that they could shift us out of the project at some point. The key to avoiding this is maintaining some sort of direct customer relationship rather than being a hidden outsourcer, or just refusing to work as a subcontractor. If the end customer requests a boutique BPM firm — especially if they specifically request your firm — then you’re already on your way to establishing a direct relationship.

  3. Sandy –
    your experience doesn’t differ to greatly from ours: ) The more things change, the more they stay the same, right?

    Luckily (if you can call it luck?), BPM projects tend to require the experts to be front-and-center which keeps us in the mix. We truly don’t mind subbing to a good partner (software or consulting), there are advantages to doing so. But basically you try to nurture a mix of revenues so that you don’t get caught by any sudden strategy shifts by one entity.

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