Simplification of business through IT is often seen among primary benefits of the ongoing digital revolution. Low-code / no-code business applications are considered as a primary way to facilitate digital transformation of business. Complex digital solutions are respectively seen as failures in delivery of this expected and promised simplicity.
This collision is not related to IT or to modern technological age. Rather, it is a result of irrational and deeply rooted belief in miracles. It is so tempting and attractive to believe in a magic new software, which will instantly resolve all business problems, that many experienced managers eventually fall into this dangerous illusion. Multiplied by poor IT awareness and aggressive advertising of vendors, it yields false strategic decisions based on misconception of an illusive simplicity.
Why true and efficient business platform cannot be low-code / no-code? Because it must hold and enforce objectively complex real business logic of a company. Bigger company is, more information should hold its digital management system. Any attempt to cut this information for simplicity will result in a truncated and inadequate system, which ignores essential business information. Adequate platform should be as rich and versatile in code as business itself. Low-code slogan is generally a characteristic of oversimplified and not flexible platform incapable of adapting to broad and unpredictable business requirements.
On another hand, mission of BPM is in cherishing and embracing existing complexities of business environments into complementary business models, which simplify understanding of this complexity and facilitate its further transformation for increased business efficiency (but not artificial simplification).
Role of business processes in a digital company is far more important than in a traditional organization because digital organization literally consists of the digital business processes it implements. Traditionally, most business processes are in possession of workers or groups of workers, in other words, process stakeholders. Every worker holds in memory, experience, notes or corporate regulations certain course of action to follow in every particular situation. This implicit or partially formalized set of rules comprises a business model of a company. The model is subject to change by mere verbal discussion and agreement between workers and management, happen business environment evolves or new challenges appear. Situation is entirely different in a digital organization. Digital systems do not have any implicit awareness on business aspects, just an explicit algorithm to do exact functions, for which they were designed. Therefore, a digital business system is a manifestation of a bu...
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