Social BPM Summer School International Summer School on Social Business Process Management (Social BPM) – Como, Italy – July 17-20 2012

Social BPM Summer School

Motivation

Social technologies have transformed the Web from a platform for passive content consumption to a place where users actively contribute to content production and opinion making. The first-generation social tools, like blogs, wikis, and content sharing applications, have been followed by a second generation of solutions, specifically focused on interpersonal interaction: social networks are intended primarily for people to meet virtually and establish networks of relations.

Nowadays the advent of the Social Web is affecting business practices too. Several examples of this trend are visible: professional networking platforms have started being used by the HR departments of companies as a tool for recruiting and skill search; brand management and marketing use the viral dissemination power of social networks to test or promote products and services; Customer Relationship Management exploits enterprise blogs and social network communication (e.g., product news twittering) to install a multilateral dialogue with customers.

In the medium term, these practices will become systematic in enterprise management: the socialization of processes will take place both inside and outside the enterprise, affecting also those processes that today are supported by ICT tools in a traditional way.

One prominent example of this trend is Social BPM (Social Business Process Management), defined as the effort of designing and executing business processes collaboratively.

The motivation of the social extension to BPM is to improve the organization efficiency. Depending on the context and on the kind of processes, this can be obtained by:

–  Exploiting weak ties between people and implicit enterprise know-how to im- prove activity execution and disseminating of knowledge. This could also entail fostering mutual support among users.

–  Increasing transparency and participation to the decision procedures, so as to raise awareness of the processes and acceptance of the outcomes. This also increases the possibility of collecting feedbacks that may contribute to the process improvement.

Involving (informal) communities in activity execution, thus assigning the execution to a broader set of performers or to find most appropriate contributor within a group.

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