I hope those of you in the Twitterverse who are interested in knowledge work and adaptive case management had a chance to participate in the tweetjam on ACM with the authors of “Mastering the Unpredictable” If you did, outstanding! If not, you should be able to find a couple of related blog posts about the content, and you can always search Twitter for the hashtag #acmjam (here).
All in all, I think it was a successful step in education around the benefits of ACM, however, I agree with Jacob Ukelson that it was a touch more “tech” than “business” at times (you can read his thoughts here). Still, the response overall was quite positive and I for one was excited by the passion and enthusiasm most of the participants showed.
Some of my favorite tweets were:
ronaldrotteveel: @maxjpucher I think it’s mainly out of fear. ACM requires you to give your workforce more or even total empowerment. #acmjam
piewords: The fluidity in the working of a case must be captured & categorized to be leveraged as a resource for future cases. #acmjam
piewords: If you approach solving ACM from a #BPM angle, you will fail. Start in the middle with person working the Case, then move outward. #acmjam
passion4process: Companies will likely have a continuum of processes that span structured and unstructured #acmjam
mishodikov: You can model anything. Is the model accurate is a different story…RT @ActionBase: @appian If you can model it, it isn’t an ad-hoc #acmjam
frankkraft: In ACM the knowledge workers themselves standardize, if they agree upon. #acmjam
cmooreforrester: the chaos is often the highest value work we do; but try to standardize as u learn over time RT @tomshepherd: So embrace the chaos? #acmjam
I draw a couple of conclusions from these. First, and this is pretty critical, is that there is an acknowledgment that knowledge work, and in fact many of the core business problems companies face, is generally non-repeatable and unpredictable (good thing since the book was title “Mastering the Unpredictable”).
Second is that Adaptive Case Management needs to enable the end-user to adapt, to deal with work as it happens, and to generally exercise their judgement and apply their expertise. This isn’t shocking to me, I hear it all the time from customers. The point is that there is a groundswell of interest in the topic of ACM, not because of the vast benefits of the widget of the day, but because there exists a set of problems that either aren’t predictable enough to use existing solutions for, or are too complex and therefore impractical to try and “model” with any success.
I’ll wrap it up with another good tweet from Clay Richardson of Forrester:
passion4process: My take: ACM is credible and extends capabilities of BPM approach, but clear methodology needs to be defined to make it work #acmjam
Totally agree, and that’s the focus of my presentation on “Adapting to Case Management”, found here