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John Morris
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Business Development For Business Semantics
Business Development For Business Semantics

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This is Part 2 of 2 of the second Paper ("Minimum Viable Definition of BPM") in a series of papers planned for BPM.com.

In the previous article (Part 1) we tallied the almost overwhelming richness of the world of BPM software technologies. But before we got to all the richness, we noted the "BPM Core" at the centre of our model. Now we are ready to focus on that BPM Core.

Our purpose is to define the clearest meaning and value of BPM automation technology. In so doing, we are building on everything we have discussed until now through the whole article series.

Click through for the "Minimum Viable Definition" of BPM software technology -- and see if you don't agree that BPM is the software of the work of business!

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This is Part 1 of 2 of the second Paper ("Minimum Viable Definition of BPM") in a series of papers planned for BPM.com.

In the previous Paper I ("Why BPM Is Unique & Important", Parts 1 thru 5) we introduced the exciting topic of BPM software technology and why BPM so relevant to business today. The power of BPM was revealed as based on the fact that concepts of the work of business are uniquely built-in to BPM software technology. As we start this second Paper, we tally the almost overwhelming richness of the world of BPM software technologies. We are getting very close now to what we are searching for, which is the Minimum Viable Definition of BPM software technology.

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This is Part 5 of 5 of the first Paper ("Why BPM Is Unique & Important") in a series of papers planned for BPM.com.

In the previous article (Part 4) we explored the third of three key concepts in BPM which are first class citizens of BPM technology. The first two concepts were "work" and "repetition", and we added the third first-class concept, which is "automation artefact manufacturing". This fifth and final part of Paper I provides the four (4) main technical and business benefits that accrue from using BPM software technology.

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This is Part 4 of 5 of the first Paper ("Why BPM Is Unique & Important") in a series of papers planned for BPM.com.

In the previous article (Part 3) we explored two of three key concepts in BPM which are first class citizens of BPM technology. The first two concepts were "work" and "repetition". Now let's add the third first-class concept, which is "automation artefact manufacturing". Now we're ready for use by business staff!

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This is Part 3 of 5 of the first Paper ("Why BPM Is Unique & Important") in a series of papers planned for BPM.com.

In the previous article (Part 2) we explored "the work of business". Now let's look at why BPM software technology is specifically the technology concerning that work. In particular, we'll look at how the ideas of "work" and "repetition" are native or first-class citizens of BPM technology.

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This is Part 2 of 5 of the first Paper ("Why BPM Is Unique & Important") in a series of papers planned for BPM.com.

In this second Part we introduce "the work of business". And we review "the why of business". Knowing the "why" of business will enable us to move forward with confidence because we aren't making any assumptions about the benefits of technology.

Most excitingly, the foundational "why of business" leads us directly to BPM automation technology -- but that's for the next part in the series!

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This is Part 1 of 5 of the first Paper ("Why BPM Is Unique & Important") in a series of papers planned for BPM.com.

Business process management automation software technology can be the backbone of digitalization -- at least that's what BPM champions believe. But why is this the case?

Read on and find out what's special about BPM software technology where automation is concerned. Hint: It's about the idea of "first-class functionality". 

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Regulatory compliance and sentiment conformance drive data semantics for any apps. Less is more. 

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Excellent analysis of the business culture, economics and strategy of telcos, where the IoT is concerned. Add to this sales strategies that depend on making your IoT number by selling to telcos . . .

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Seriously useful insight. And nicely parallels the whole concern about "alarm fatigue", about which I've written. In other words, "data is cheap but business analysis is expensive" -- and the inevitable result is data overload. This shows up as a 20 year problem in health care. So, don't sensor unless you have a really good reason to do so. And that reason is "driving a decision". Otherwise, the cost of data in cognitive overload will become an unpaid debt.
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