Keith Harrison-Broninski is an author, researcher, and consultant specializing in the field of business process management (BPM). He's recognized as a thought leader in the industry, particularly for his emphasis on the crucial role of human interaction within BPM systems.
Harrison-Broninski's core argument is that traditional BPM approaches often overlook the significance of human collaboration, decision-making, and the unpredictable nature of real-world business processes. He asserts that BPM systems should be designed to augment and support human interaction rather than solely focusing on rigid automation.
In his book, "Human Interaction: The Missing Link in Business Process Management," Harrison-Broninski delves into the complexities of work within organizations. He highlights that much of what information workers do involves communication, negotiation, problem-solving, and adapting to unforeseen circumstances.
Harrison-Broninski critiques the tendency of BPM systems to treat humans as mere cogs in a machine. He believes this approach can lead to inflexible processes that fail to accommodate the nuances of real-world work leading to frustration and inefficiency.
To address this shortcoming, Harrison-Broninski advocates for a human-centric approach to BPM. He emphasizes that BPM systems should be designed to support human collaboration, empower decision-making at the appropriate levels, and gracefully handle exceptions.
He introduces the concept of "role-based" BPM, where the system focuses on supporting the roles individuals play within an organization rather than simply automating linear tasks. This approach allows for more flexibility and adaptability, as individuals can switch roles as needed to address changing business requirements.
Harrison-Broninski recognizes that technology plays a vital role in BPM. However, he stresses that technology should serve as a tool to enhance human capabilities, not as a replacement for human judgment and expertise.
The concept of "social BPM" emerges from Harrison-Broninski's work. It emphasizes the need for BPM systems to incorporate social networking tools, enabling seamless communication and collaboration among stakeholders, fostering a sense of community and shared purpose
He also explores the use of knowledge management within BPM. A focus on capturing and sharing knowledge, whether tacit or explicit, helps organizations improve decision-making and streamline processes.
Harrison-Broninski believes that BPM systems should be continuously monitored and adapted in response to changing business needs and user feedback. This dynamic approach ensures that the system remains relevant and valuable to the organization.
The importance of organizational change management is another aspect Harrison-Broninski addresses. He argues that implementing a new BPM system is not simply a technological change; it often requires a shift in mindset and work practices within the organization.
He provides guidance on how to effectively manage change during BPM implementation. Smooth roll-out involves training, communication, and stakeholder buy-in to minimize resistance and increase adoption.
His work emphasizes the significance of measuring the success of BPM initiatives. Defining clear metrics and tracking progress against them helps organizations understand the impact of their BPM systems and identify areas for improvement.
Harrison-Broninski acknowledges that achieving true human-centric BPM is an ongoing process. It requires a willingness to re-evaluate traditional approaches and a commitment to organizational learning and continuous improvement.
His contributions have significantly influenced the evolution of BPM thinking. By championing the importance of human interaction, Harrison-Broninski pushes the field to create more responsive and adaptable systems that truly support the way people work.
Despite the progress made, there is still room for further development in BPM. Fully realizing Harrison-Broninski's vision may require advancements in artificial intelligence and machine learning to create systems that can understand and respond to complex human interactions.
As technology and business landscapes continue to evolve, Harrison-Broninski's work provides a valuable foundation for ensuring that BPM systems remain aligned with the fundamental nature of human work.
His emphasis on human interaction within BPM remains highly relevant today. It reminds us that technology, powerful as it is, should ultimately serve to enhance human potential and collaboration.