Enabling Operational Excellence
Enabling Operational Excellence
Enabling Operational Excellence
Enabling Operational Excellence

TURNING OPERATIONAL KNOWLEDGE & COMPLIANCE INTO A COMPETITIVE EDGE

We systemize tacit knowledge into explicit knowledge

Blog Enabling Operational Excellence

Why Doesn’t the ‘Knowledge Management’ Community Get it?

I’m kicking off 2012 with a couple of things I just don’t get. Here’s the first one: Why is it that people discussing ‘knowledge management’ seem to have so little understanding of the core know-how actually needed to run (and change) day-to-day business activity? Core operational know-how consists of business vocabulary, business policies, and business rules. That ‘knowledge’ is currently locked away in IT applications and platforms (or in people’s heads) where it is virtually immune to change. That’s a boon to service providers and IT departments, but a bane to business agility. What business really needs today is agile governance … but few seem to be talking about that. P.S. Social media won’t help much here. You simply have to ‘do’ business rules.

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How Business Rules, Decisions, and Events Relate in True-to-Life Business Models

What is operational business know-how? How can you model it? What results can you achieve by doing so? The answers lie with creating true-to-life business models based on behavioral rules, decision rules, operational business decisions, and operational business events — all as first-class citizens. Understanding their intertwined roles is key to creating top-notch business solutions and business operation systems unmatched in their support for business agility and knowledge retention. Find out what ideas and techniques you need to create know-how models: http://www.brcommunity.com/b623.php

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I Wrestle with a LinkedIn Business Rule … Find Out Who Won

The subtitle of my Business Rules Concepts handbook (now in its 3rd edition) is ‘Getting to the Point of Knowledge’. I wasn’t trying to be cute, I meant it literally. Here’s an example. Try entering a URL in a LinkedIn invitation. I don’t know if it’s a new business rule or not, but I tried it for the very first time just the other day to point someone in the right direction on an EA question. Not allowed. I didn’t know that. I was informed and now I’m a wiser member of the social community. This is an example of what in our new book ‘Building Business Solutions: Business Analysis with Business Rules’ (Oct, 2011) we call real-time business operation systems (BOS). It takes a just-in-time (JIT) approach to the delivery of know-how. (A business rule always encodes know-how.) In my LinkedIn experience I was informed of the latest business rule in-line in a self-service, JIT manner. Violate business rules (the latest one or any of them) and if you’re authorized and capable, you’ll get back a ‘training’ message. Here’s what LinkedIn said back to me: We’re sorry, you cannot include website addresses in invitations. Please remove the website address and try again. Here’s a more direct statement of the business rule in RuleSpeak: A LinkedIn invitation must not include a URL. The RuleSpeak version conveys the same information as the LinkedIn message, just more succinctly. As I’ve been saying since at least 1994, the business rule statement is the error message. It’s the error message from a business, not system, point of view. That’s why it’s called a business rule. If you do want a friendlier version (as LinkedIn did) that’s fine. Think for a minute about your operational business processes. Many of your business rules either change frequently, unexpectedly or both. How can you keep all your operational staff up-to-speed? Constantly send them off to training classes?! Flood them with tweets or e-mails?! Not going to work. In a world of constant change, a system is not state-of-the-art unless it addresses continuous re-training. Business rules do. Ultimately there’s no alternative. I’ve been saying that for a long time too.

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