February 26, 2020

Linking Data and Process for Retailers

– [Amanda] Hello,
everyone, and welcome back to session two of day one
of the BPM Open House. Brilliant, so, your next lineup. You’ve got a case study from Appian on linking data and process,
What’s In Your Record, followed by a demo of the
Appian application platform, Appian BPM Suite. So, I just want to
introduce your panelists. So first up, you’ve got Greg Bergmann. Greg is the Senior Director
of Business Process Management at Triad Retail Media. He has been with Triad Retail Media for more than seven years, and brings more than 12 years experience to his current role. Greg’s responsibilities
include product ownership of the suite of BPM applications
within the organization. And your other speaker
today is Zach Messler, Director of Product Marketing at Appian. Zach is a product marketing guy, a writer, and a sales enabler. As Appian’s Director of Product Marketing, he helps describe the inherent
value in the Appian platform so buyers can make more
educated decisions. I just wanna remind everyone that this is an interactive session and you ask questions at any
time via your Q&A chat box. Greg, when you’re ready, please begin. – [Greg] Alright, thank you, everybody. Again, my name’s Greg Bergmann. I’m Senior Director at
Business Process Management with Triad Retail Media. We’ve been on the Appian
platform for over a year, and today, I just wanna walk you through how we started our journey and have continued our
journey in the BPM space. And how we’ve been able to join some of the data points that we use daily with processes within BPM space, specifically focusing around the records. Now, before we get too far down that road, I just wanted to give
you a little background on Triad and what we do. Triad partners with the major
retailers throughout the world to help them publish
content-rich advertising through their eCommerce platforms. That content that users see
can look and feel seamless to those users and those buyers, but can include anything from videos, articles, media, you name it. You as the customer or the buyer on those eCommerce sites
might not even realize that you’re seeing advertising material, and that’s kind of the point. So, we wanna maximize
the buyer’s engagement, we want to increase the traffic and the time that they spend on the sites, and we wanna maximize those profits that our retail partners see through those advertising channels. Now, who are our partners? We do partner with some
of the major retailers around the globe, and we are located in
St. Petersburg, Florida, though we have offices globally which allow us to maximize the support that we provide to those clients. We’ve been fortunate enough to
experience real rapid growth over the last 10 to 12 years
while we’ve been in the space, and with that growth, we started
to notice some challenges. Those challenges have
been what have lead us to research BPM platforms, such as Appian. So, enough about us and
more about the problems that we face and how we solve them. So for us, we started
noticing as we began to grow that our business processes became a little bit heavy when it came to user
engagement of our team members. This diagram here with all
these crazy red arrows shows you a little bit about how
as we continued to grow, we started relying on
email outlets specifically to drive work and communicate information from team to team. Some of you might actually find yourselves in a similar boat. What we were finding was as we grew, different departments held
onto a system of records which worked really well for them, and should, that’s what it’s designed for. But we were duplicated data
within those systems of record, we were having to spend time trying to find information across departments, and it was becoming more and more complex. Our communication was increasing, but our transparency within
those teams was decreasing. We wanted to make internal engagements between the teams and the
processes become easier. And again, our company growth started to highlight this problem. When we were smaller, we
were able to manage it. We found that we had really,
really well established, tried and true, but evolving processes, which were 10 years plus in the making. But again, each department had its own specific style
of system of record. People were having to work harder to find information that was available, they just didn’t know where
it was or how to find it. We wanted a way to
increase their efficiency while increasing the
transparency to the data. So the systems of record, again, would wind up relying on
email to transfer data. We found people were setting up filters in their email boxes, customized, we were having tons of carbon
copy recipients to emails, they were just bystanders, and we were not able to track, or were limited in the ability to track where an order was, where a project was, where anything was, and visibility was becoming lower. So, we started to research BPM platforms and able to help us
increase that efficiency and that transparency, and it became clear to our company and our internal team that was tasked with working through this that we needed to focus
around our customer’s orders, the specific orders itself, and Appian, to us, as we
continued that research, that translated into what
Appian called a record. Our solution really set
focus around that order and really focused around
the user-engagement layer within our internal teams. So, that layer that used to be driven by just email communication was now, or at least the solution that we were looking at
at the time was focused around the BPM layer and the record. We wanted, again, to
increase our transparency and the accessibility to organize data and we wanted to empower
those team members all at the order level using, again, as Appian called Records. We were able to provide a layer of user engagement and consistency, and a standard process to help drive our team members’ efficiency. And that sounds great, what that means is different systems of record are still available
to the different teams, but we’ve allowed people the ability to kind of view the information
that’s pertinent to them from those other systems
of record in one spot, as well as interact with
it where applicable. Again, that sounds really good, but what does it look like
if you’re a user here? Well, if we move into how we use Appian and specifically, the Record piece, you’re gonna start
seeing some screens here. On the left, we have our Records screen. We have some different clients and some different options
depending on who you are. There’s many parts to the Appian system and we just focus on Records
for this presentation, we’ll notice how we
started organizing our data for users to be able to
better become more efficient and work through their day to day. Now, records can be anything. For us, it made sense to
start with order information. But in the future, others may start, you might have multiple
layers to your records. So again, we’re focused on orders, but that doesn’t mean that
we may not have other layers of Records to help people
visualize information. Now, we’ve organized, again, these records to be client-specific, and again, we have some
different layers here. We have an active order,
and an all active order, and the difference is active
orders to us, by design, is what’s pertinent to me as a user. Where all active orders
might be the things that my coworkers are working on that I’m not responsible for, but I might need to
reference at some point. So, we have flexibility in our design, which again was another thing
that was important to us, to be able to customize
what the different levels of interaction are. We also have a layer here at the bottom, called, inactive orders, and those are things that have been, that are no longer active, they’re no longer real orders, they’re 90 days old, or we set that bar, and they’re across clients. So, people from all sides
of our company can go in and access information that
they might need to reference at any given time. Now, another important piece
from the Records perspective, as far as our research went
and then our design later, was what you’re seeing on
the right side of the screen. As I choose Active Orders, I’m presented with a customizable area in the left navigation, based on my user rights,
based on who I am and based on what I’m supposed to be doing to be able to filter information. So, I could do a search, or I could choose different
predefined filterable options. Now, the really cool
part about these filters and these options for us is they’re not just like
information from one area. They’re pulling information dynamically from different systems of record and Appian, that record
level of Appian is tying it all together and allowing
me to filter upon it. So, this start date area might come from an order management system while this order stage
information might come from multiple data points within Appian, and I’m allowed to filter on both of them. So, it’s a really nice way
to aggregate information and let the user have a one-stop-shop to navigate through that record. Now moving on, again, we’ll highlight those filter options ’cause again, we’ve pre-defined
and we’ve customized them and we can add more or we can change them. Moving on, as we click
into one of these orders, you’ll notice a couple things. We have users land on a summary screen. All records have the same dashboards or links that you see highlighted on the left here for consistency, and all users are able to
see the different data points that are on those different dashboards which increases visibility
and transparency and helps keeps some
consistency and organization. However, we’ve chosen to organize these into two different concepts. One is at a department level, so things like media and product details, or financial details, or
media planning details, as well as process levels, so like, quality-assurance status, or asset collection status, those are things that are important to us that make sense within our processes. But from a user perspective, they can come here and
they can look at a screen that has information
from multiple systems, or from processes that users have taken within the system that
are specific to them, specific to their department,
or specific to a process so they can find status
information really easily. Now previously, in that
crazy red-arrow environment that we were looking at before, users might have been
able to find information, but they might’ve had to go
to different systems to do it. They might’ve had to dig
through different platforms, or email, to kind of
piece it all together. And we’ve been able to do that for them here in a one-stop-shop. Now at the top, this area up here, you’ll notice that there’s iconography, some green check marks, some half moons, that’s again a piece that we’ve designed to help users at a
summary level understand where this order might be at a glance. Now, we have some areas
where we can dig in, you can click, you can
find more information about why something might
be in progress or not. But we’ve customized that to be able to give that quick status visibility to these people at this sort of level. And then lastly, up at the top up here, you’ll notice a little button and that button really is
user and role specific, and it allows those to
have the appropriate rights and privileges based on who they are, to edit information onscreen. Now again, some of that
information might live in a different systems of
record that Appian’s pulling in, but we allow them based on privileges to actually edit the
information here if applicable, based on their rights again, so that they don’t have to go into different systems of
record to be able to do that. Once they cross over
and start using Appian for their record purpose, to view the information
to continue their job, you know, make it easier so
they don’t have to leave. Even if that information is owned by a different systems of record. Now again, I just wanna give you a view into how we’re using
the record information in Appian for our orders. All of our orders have what’s called, in Appian, a related action, that’s the different
little lightning bolts that you see over here. I am showing you an example. So, this is a whole
bunch of related actions that are applicable for this order. At any given time, those will be user-role
and process limited. So again, I’m showing you all of them that are applicable here. But based on who I am and
where this process is, there might only be one
or two at a given time. So, we’ve designed the
processes to work that way. We’ve designed it to be more dynamic. And we’ve designed them to be consistent across all orders so that users don’t feel like they have to learn
something new all the time. It’s very consistent for
them and it’s very clear. These related actions are how
processes are manually driven. Although, they can be
automated if designed that way. We have a few that are automated so that they get kicked off after certain actions have been completed. And of course, all of
them are business defined, everything is driven by business needs and business processes definition. Now, these detailed dashboards
that you see over here that we reference previously, you see one of them on the right here which is our media and product one, which is pulling information from some different systems of record. We’re trying to aggregate
order-specific data by department so all users can see that information. So, that’s the difference in what we had previously like we mentioned. Aggregating that information for everyone to see really has heightened and solved our visibility problem where people aren’t just
blanket emailing people to make sure that something was seen, which can get lost easily. The data’s now available in real time for people to go find and
access as they need it, and if work is driven to
them through the process, they’re getting it
dynamically through tasks. So, we’re pulling data
from different applications and systems of record to hopefully have the user dig for less and have one-stop-shops to information. Alright. So, now, a couple more screens to show you just again how we’re accessing and how we’re collecting information. On the left side, we have our Asset Collection Status dashboard. This is one of those screen
that is more process-driven, it’s not specifically
designed for a department, it’s designed for a process, and a statusing point within that process. So some of these dashboards
we created allow us to track that progress. What I’m not showing you here ’cause it’s not record related is that we also have some reports that aggregate all of the
asset collection statuses. What I’m focusing in on
here is the record-specific. So, what’s relevant to this one order within the asset collection process. We have it at two different points here. We’re collecting all that
information at the order level, and in some separate reporting, we’re actually aggregating it up so that anyone can go see
all of the different elements within all of the asset collection. But from any order perspective, this one specific order we’re trying to show you the information here so you can go get it a glance. We wanna increase the transparency and reduce the need to
have different users meet or reach out to other people to say, “Hey, where is that thing? “Can you help me find that?” Which could take minutes or even hours to have someone get out of a meeting and relay information back to them. We’re allowing them, again,
to access it right away. And again, the really great part is these screens and these processes, they’re all customized to
fit the needs of our users within the process. It’s all business driven,
it’s all business defined, it fits our needs, we no longer have to kind of home grow anything. It’s all right here for us
and they’re all customized. So, on this asset collection
log, a little bit over, you’re seeing a grid of information that’s showing you all
the different elements. There’s some filters at the top, and then towards the bottom, there’s some task
statusing with some icons that shows you exactly what’s
happened within that process based on who’s done what. So, it’s a really great way to kinda see and then define
who should I reach out to next? Instead of everyone, I
can point my question at the project manager or at
the asset collection person to find the information. Again, another one of these
process-driven dashboards at the order level is our
quality-assurance status. We’ve defined this,
you’ll see it’s different. There’s less filtering at
the top, there’s more tabs, we wanna show open requests, we wanna show completed requests, and we wanna show the
data points within them. So, we’ve got a lot of
iconography going on here, green icons, red icons, a lot of rows of information, different requests being
completed at the same time, we’ve got task names, we’ve got due dates, a lot of information for the user to be able at the order level to go see where information is so that
they can more effectively talk back to their client
about where something is or when it will be coming to them next. They don’t have to wait
on a different team member that might, like I said, be in a meeting or be out for that day to
find out where information is. It’s all at their fingertips,
and it’s all being aggregated from different system or
processes within Appian. Now lastly, we’ve got a
couple more screens here. We’ve got some production
details and creative briefs. Now, the important part,
this is the left screenshot on the slides you’re looking at, the important part for us here
is while this is a dashboard, and you do see buttons up at the top that allow users with certain roles to be able to edit the
information onscreen, this is a really key one. This just isn’t a process
overview status indicator, and it’s not just a dump
of information onscreen like the media and product details or the financial detail screen was. This is a form that’s
displaying information to all users within our system. Previously, this form was a document that was consistently updated by different team members
in different departments, and then emailed or put in a
SharePoint or document library, and emailed around. Now the problem with that, that some of you might
be familiar with as well, is we then get into a place where is the most recent document updated? Is the most recent document uploaded? Has there been changes that
people have requested via email? Maybe they’ve gone outside
the standard-defined process. And now we’ve got team members building and designing and developing things that are no longer
relevant, that might be old. We’ve got a real mismatch of data and a real time suck to try and keep the most relevant
information in front of everyone. But we’ve been able to
redesign that process in an online customized form and then display that information as well as push it via tasks to the parties that need it so any user can come to this
order and look at this screen, and find what’s the
most recent information. Not only are we pulling information from those forms that have been updated, but we’re also pulling information from other systems and joining it together so our production team really
does have a one-stop-shop of what they need to do,
what they need to develop, and it’s the most relevant, most recently-approved information at their fingertips right then and there. If it’s updated using
one of these buttons, depending on who you are
and the role that you have to be able to access the editing features, not only will it be updated onscreen the next time a user goes to that screen, but we’ve also got some process in there that actually will push the information to project managers or other people that need the information right away. So, it’s a really nice
marriage of information that’s reduced the
duplication of input channels. We’re reusing information
from other systems to users and we’re also getting rid of a collaboration bottleneck, which was email-driven, or user-defined, meaning that
the user had to be the one that remembered to put
the document somewhere and then tell people it was updated. So, we’re really trying
to solve a bunch of needs and we’ve seen some really,
really great success with that one-stop-shop
in driving the information to people as it’s been
updated dynamically, as opposed to having to
have people remember that. Now, the right side of the
screen is our last piece which we’ve gotten some really, really great feedback
from our team members, which is an order history. It seems simplistic to say that everything that happens against this
order should be logged. And with our systems for
our previous channels, with the emailing that
was going around, it was. It was just really hard to find and really hard to put
almost like a timeline or a visual representation
of what had happened with different processes and what different collaboration points. This order history screen, this view, allows our users, all of our users, to come here, look at an order, and find out exactly what happened from a timeline perspective. Now, they can filter by product, they can filter by category, the different processes that
the users are going through, they could filter by reference points based on those processes. You can really drill down and see what happened and who did what within the order, within the processes, to allow people to, again,
increase their visibility with the order. It’s been really helpful for those people that are client-facing to get on the phone with their clients and say, “Hey, we have some things here “that are getting ready to come to you. “We should have it later
today, here’s what’s happened,” or just get that history
internally to say, “Hey, you know, is this on
track, is it not on track? “What’s happened, what’s been missing? “Is is this in play, is it not?” Really, really has helped
people become transparent with the information and the orders. And again, previously, we were having people log into
multiple systems of record, some of those systems, they weren’t able, they didn’t have licenses,
or they didn’t have access to log into so they had to reach out to other people and wait
on a response, no longer. And no longer are things lost in email, or disjointed between the processes. If information was previously driven through those systems of record, and they had to go to
multiple systems of record to find out the different points, they had to piece that
timeline together themselves. This kind of helps them do that. Now lastly, we get to a point to try and figure out what that all means. What do these records mean to us? Well, really, it’s information in context. This slide here is just trying
to drive what we’ve seen. We’ve seen an increase in
transparency and visibility, we’ve seen a better use of data, more accurate, less duplication of it from system to system, less misrepresentation of that data as it’s been transferred or passed around via email or collaboration points. We’ve seen some process efficiencies through using the tool and
increasing our transparency. Our goal of increasing this
transparency and visibility and increasing the data accuracy
while finding efficiency within a core processes have
become quick realities for us. And just using the tool
or using the system and defining the different
processes in a year, we’ve noticed that some
rules have seen huge benefit. Now, this isn’t the only spot, but it’s just a number
that sticks out to us. Some roles for us have
seen a decrease in email of almost half from an order level. That’s huge, not only are they able to find information easier
and not have to dig through or sort emails, or worry about rules or did the email get to
them, or who was CC’ed on it. You know, just sorting through those emails can save three
minutes or more per order. That’s just email alone,
that’s not the efficiency that they’ve gained from the process. It’s just the digging through emails, those types of things have been huge. The one-stop-shop per record data, aggregating that information
has been a huge, huge piece of time savings and process efficiency. And for some, having access to information that they didn’t previously have access to because they just didn’t need to have a license for a system of record has helped them find information, become a more proactive
team member, and work better with their team mates, and be more efficient overall. Now hopefully, I’ve given
just a really quick overview of how Triad’s been able to use the Records functionality specifically. What drove us to Appian
was just the ability to customize our records and
then build on top of them. I’ve only shown you
one layer of the onion. It was the first one for
us, as far as Records go. And we’ve got a lot on plate, or have developed since
the last few months, more record layers. But that’s the core one for us, that was just one way
we’ve been using them. And hopefully, it’s been able to provide just a quick glimpse
into how we’ve been able to leverage the platform
to increase the efficiency and keep our team members focused. It’s been quick but
hopefully it’s been helpful. I’d like to hand off to Zach from Appian who’s gonna touch a little bit
more on the platform itself, as opposed to just the Record information. I really appreciate your time, so, thank you, guys. – [Amanda] Hi, Zach, if
we could just ask you to go back to the first
slide and unmute, please. – [Zach] Okay, do you hear me now? Amanda, do you hear me now? Great, okay, well. Again, good morning, good
afternoon, good evening. I was speaking to myself I guess. But good afternoon, good evening to all of you out there at
IQPC BPM Open House Lab, my name’s Zach Messler, I’m going to be talking to you today about Appian Records, give you
a little bit more perspective from what Greg had to say. So, here’s what I’m gonna cover. First, BPM has helped organizations become far more effective by centralizing
and optimizing process at the core of business operations. But there’s a problem with BPM, and we’re gonna uncover that problem. Then we’re gonna lay out
a new approach to BPM, one that’s a little more conducive to how we all operate
today in a world of change. You’ve gotten a glimpse of it from Greg. Finally, I’m going to briefly touch on Effective Record Design in Appian. In other words, how to make
this approach work seamlessly. So, this probably looks familiar to some of you on the
open house here today. Process improvement and BPM
initiatives all largely focus on the process as the epicenter, it’s that core, the core of analysis, of execution, of optimization, and of course, it’s the bread and butter, bread and butter of BPM, right? So, this approach only
measures one dimension of an organization’s operation though. If you have process at the core, data’s just an artifact of that process. It’s supportive, it’s
not a primary concern. And what’s more, when you attempt to model every possible
interaction in a process, you get this, this complex, difficult-to-follow process diagram. Sometimes, process paths are modeled that end up being just exceptions. And those, I think we all know, that those are rarely followed. Perhaps you’ve spent more time about and modeling these exceptions instead of actually handling
them in the real world. And because of that,
what ends up happening? If we apply process-centric
view of management to managing customers, that’s how process improvement
in BPM systems used to be. They’re primarily concerned with managing that line of customers. So, what’s that mean? Well, we’d analyze the flow
of customers in the line. We’d optimize the number of staff we have to handle our customers, and we’d set that goal
of ensuring customers go through the line as quickly
and as efficiently as possible. It all seems pretty good, right? It’s a pretty worthy goal,
who likes standing in lines? I sure don’t, I’m sure
no one out there prefers to stand in a line, so what’s the issue? Well, I’m gonna answer that
question with another one. What’s the overarching focus? In this case, the focus is on the line. How do we make the line more efficient? What’s not the focus? The most important thing, your customer. In this case, your customer
is simply a data point that’s flowing through the line. When that process becomes more
important than the customer, you have a problem. So, let’s change our perspective a little. What if instead of
focusing on the process, we focused on the customer first. Instead of defining the properties in the flow of the line, we’ll begin our improvement initiative by mapping the key
attributes of a customer. And then next, we wanna understand all the possible interactions
with that customer. So, one of these interactions happens to be waiting in the line, but there are also other interactions, like setting up an initial account, or sending targeting
marketing to the customer on our most recent product offerings. Addressing a service issue, or resolving disputes. Processing canceled orders
or returned ordered, and so on and so on, you get the idea. So, the types of interactions
we have with the customer go far beyond just that one example, that one process of waiting in line. Now, the original intent
of optimizing the line in the previous example was to improve customer
satisfaction, I guess, right? That makes sense. So, if we could equate the same goal here, we wanna improve the overall
customer satisfaction. Part of that improvement is
reducing the wait time in lines, but again, that’s a pretty narrow view. If we take the broader
view of the customer here, the focus becomes on
improving all interactions, like resolving disputes quickly, helping the customer
find specific products to meet their needs, or
making customers aware of special promotions to save money. Or even in some of the examples
that Greg was talking about, helping employees find
information more quickly to do their jobs more easily. Finally, how do we know
we’ve succeeded in our goals? Again, process improvement
took a very dogmatic view, it’s all about the wait times and the (speakers cuts out) efficiencies. But maybe those only have indirect value toward our organization. Maybe the ultimate
success criteria should be to improve the value received
per customer contact. In other words, make customers happy, get them to buy more
products per interaction. This isn’t a measure that’s well suited to traditional process
improvement methodologies, but it’s something the
CEO would understand improves the bottom line. So, in summary, ask yourself, how are the customers’
interests really represented by just the process model? The answer is they aren’t. There needs to be a new way of modeling and creating applications that puts the customer or
the data first in design. So, what we have today, what we’ve built today is often a ton of disconnected processes,
and that’s what happens when you take a process-centric approach. You unintentionally spawn a monster, meaning, you end up building
silos and silos of processes without a clear understanding
of the customers and the interactions,
all those touch points across all those different processes. And in turn, that causes a
poor customer experience. So, the customer themselves
get lost in the process. Maybe they have multiple points of interaction across your organization, maybe there’s not clear consistency between all those processes. There is not the context
of one process to another. And there’s not a truly global view of all those customer interactions. And so, the result is
customer frustration at best, but at worst, they’re gone, and they’re not coming back. I’m sure as a consumer,
you have stories like that where you’ve had a poor experience because things weren’t
optimized correctly, and you leave, you defect. You’re gonna go to that organization that puts your interest
first as a customer. So, how do you do that? How do you put that
customer’s interest first? You make the customer the
center point, the focus. So, as Appian thought about
this about five years ago or so, we decided to change the fundamental way of designing solutions, designing applications in our product. So, no longer would we have solutions with disconnected processes. Instead, we’d unite all of these processes inside a single record. The record would center
around a key business object, like a customer. And then from there, we’d empower users with
a broader perspective of the business object and understand all the
interactions possible. We’d unify everything in
support of the customer. You caught a glimpse of that on some of the screens
that Greg was sharing. So, what’s that look like conceptually? Well first, the design philosophy goes beyond just customers. You can apply it to all
core objects in a business, like an asset, like an airplane. For each asset, you also want
to know its key attributes, the possible interactions like inspections and maintenance, and goals, like extending the lifetime of the asset. We want that plane to be
operational as long as it can, measuring its success criteria
towards all these goals. Maybe your records, it’s a facility, or a location, what is that location? How much foot traffic does it receive? Which employees work at that location? What interactions does the facility have, like an inventory check? Maybe it’s a product. What are the defining attributes
of a product offering? How many interactions does it have? Like, manufacturing, or distribution, or stocking, or even returns? And what are the products
you need goals or objectives? What are you looking to get
out of it, what’s the success? So, we believe this warrants
a new management approach that really evolves from BPM. It’s more than that though,
it’s a broader perspective that’s more data-centric, but incorporates process
as a key attribute. So in this new paradigm, process improvement is a direct goal of an interaction with the object. So now we gotta compare how we
design a solution differently using this approach, what we
now call record-centric design. So, old school BPM,
it’s probably a pattern which a lot of Appian customers
are still using, frankly, and it’s using process
instances as the data container. It’s these big monolithic processes. But choosing this type of
design results in a few issues. So first of all, data
is inside the process. Change management’s
tough, it’s tough enough. If you need to update CDTs, if you need to modify the data structure, the process ends up being hard
coupled to the data structure and that means refactoring
when you wanna make changes. This especially comes a problem when processes are long running because change management comes a task where you need to consider actually changing production process instances, and no one wants to do that. Second, it’s overly complex. It’s a different developer experience, it’s big processes, the
monolithic processes, with many nodes that are difficult
to fathom at design time. We’ve all seen BPM developers
staring at massive processes, trying to work out what’s going on and what each node is doing. Another issue, this approach results in a lot of memory utilization,
it’s just not ideal. Finally, this encourages and results in a boil-the-ocean approach
to business requirements. Instead of implementing an iteration of a process much faster, people feel they have to understand and design an enormous process end-to-end before it can be delivered into use. So, the design approach we encourage in the latest Appian product is what we call a Data First BPM approach. So, with this approach, you don’t worry about the
detail of process first. You first understand the data. So, let’s define the
objects you wanna work with. Process and data are not
embedded in each other, they’re loosely coupled. So what’s this mean? It’s smaller, encapsulated processes rather than this gigantic process with all possible
interactions and outcomes. It’s easier to understand, it’s easier to bring on new team members, and it’s easier to change
faster and more efficiently. Individual processes and
data structure can be changed without major refracturing of the whole. And then this approach also results in much better performance because when your processes are smaller, they’re less data intensive
and they’re shorter running. So they’re much less resource intensive. Memory and CPU usage, then,
is much more efficient. So, where’s Appian fit in all this? Well, we believe BPM is
more than just the ability to orchestrate workflows
and integrate systems. BPM’s based on agile delivery methodology, it allows users to easily design, execute, manage, and
optimize their business. It’s about the integrated
BPM application lifecycle. What’s that? It’s a continuous agile cycle that allows our customers
to quickly deliver solutions and then iterate all those solutions to continually refine
their business operations. And this is how our customers use Appian to support the seamless journey that unites the people,
processes, and data. Greg was talking about that a bit when he was talking
about reducing the email that his employees see because there’s that collaboration, there’s that context,
there’s that unification of all of these things. So, Appian’s been recognized by Gartner as a leader in BPM since 2007, with acknowledged support
for all process styles, and supporting a rapid innovation
and discovery lifecycle. I wanna talk really briefly about Appian and then we’ll talk a little
about record-centric design. So, Appian also supports all
the use case and work patterns for building complete
case management solutions, and this includes support for
highly structured work relying on rule decisioning and
process orchestration, customer service request management requiring integration of process and rules with human workflows, incident management, so
that’s more supporting ad hoc and unpredictable requests, and then investigative work, requiring a ton of collaboration
and content sharing across a larger pool of users, a larger pool of investigators. Like Appian’s BPM capabilities, platform’s been recognized as a leader in case management by leading analysts, specifically for providing
innovative approaches to orchestrating and managing case work. So Appian provides a
complete all-in-one platform that combines leading BPM and
case management capabilities into a single product offering, it’s available on the cloud, on premise, even a hybrid of both, and our customers use Appian to quickly build end-to-end solutions to manage every aspect
of their organization. So, one of the questions that
had come in ties in here. It’s one of the questions
that came in today. So, this was I believe for Greg, but it was, “So, is the BPM system “from Appian an order management system, “or does it work in tandem
with order management?” So, Appian is about building apps. It’s building applications,
building solutions. And so, it can work in tandem with an order management solution, but the purpose of Appian
is to unify those systems, to unify all that process, the data, the collaborations, the
systems, in a single place. So, you’re building that order
management system in Appian and you’re taking advantage of all of the different assets
across your organization. I got ahead of myself. So, the core product, it’s founded on a central promise to our clients. First, Appian is designed
to unify organization, this is what I was talking about before. Second, Appian designs our product to maximize ease of
design and ease of use. It’s removing that burden
of technical complexity. Finally, it’s designed to meet the needs of the most demanding enterprises, with more than 17 years of experience delivering mission-critical solutions, the Appian product’s
built for scalability, reliability, and security. So, when we talk about unify, I said unifying people,
process, data, systems, this is directly supported
in Appian records, this is what Greg was showing you. So, Appian records allows
designers to quickly discover, define, and view all enterprise data. Out-of-the-box integration adapters to these databases, your
databases, services, leading software products
like SAP, Salesforce, Microsoft Dynamics, Oracle Siebel, enable creation of these rich dashboards that unite the data from across systems. And once it’s defined, that data’s immediately available for social collaboration or processes. The single record view
is immediately enhanced by tagging ad hoc collaborations as well as tasks and actions. And what that does is it lets
users not only see the data, but also take action and
collaborate on that data right from the record. And so, your data becomes alive. It’s not just a static
view from a database, and you’re not looking for it anymore ’cause you already know where it is. Records gives this complete view, allowing you to track data
through the complete journey across your organization. So when we say easy, it starts with a design time experience. This is where our customers start. It’s an integrated design environment that allows you to rapidly
build your application, it’s a complete set of tools, it’s enabling the orchestration of people, processes, and data, and then finally, it’s visual design. Visual design makes it easier for nontechnical business users to understand the design of an application and collaborate with
IT on a joint solution. So, excuse me, just taking a sip. All of your applications in Appian may be instantly executed. Appian’s runtime architecture
interprets visual designs and requires no code compilation. It’s simply hit run, or change rules, processes, interfaces on the fly, see them immediately take effect. Again, no code recompilation. With a big set of integration adapters, Appian connects your data sources, brings it to life in rich interfaces, and process orchestrations. And finally, all of Appian applications are immediately available
natively on iPhone, iPad, or Android with
no loss of functionality between full desktop and
the mobile experience. So easy to manage, well,
as your applications run, Appian’s tempo social
activity stream allows users to track and respond
to key business events. That’s system alerts, hazards,
ad hoc collaborations, they’re all exposed in an intuitive, no-training user experience, and it can be personalized for each user. So at any time, users can upload and share content as a collaboration, or via process actions
to associate a record. What this does is it makes Appian an ideal for highly structured work as well as loosely coupled work requirements. It’s supporting that full
spectrum of case management and the full spectrum of work styles. Finally, if you identify
an exception, an issue, managers can take action to reassign work. It can reach out to ask
questions and collaborate, or even redesign inflight processes. Appian’s flexibility at the runtime means any exception can still be handled. Appian also makes it easy to analyze and optimize operations. So, with the market-leading
business activity monitoring analytics legend, every
process interaction is recorded and available for detailed analysis. Aggregate work durations on activities, user or group performance, or overall process and task
performance can be queried in real time, it’s displayed on these rich dashboards
like you see here. Appian reports though can also query all your enterprise data sources, and they can create years that combine process performance
data with enterprise data. So what ends up happening is
you discover unique insights into your apps, into your solutions. As bottlenecks inefficiencies
are discovered, designers quickly adjust
process, they adjust rules to optimize the client’s journey
within your organization. And Appian’s the only product to incorporate all the
functionality needed to support an entire enterprise into a single integrated platform. It’s all of these things here. Each component is designed to seamlessly operate with the other. Unlike other vendors where you have disjointing
product offerings that must be integrated
at the customer’s expense, Appian easily combines core capabilities, accelerating the time to your solution and reducing a total cost of ownership. So I’m gonna talk very briefly about effective record design in Appian. We have a few minutes left
and have a few questions. So, this is what we saw
from Greg in Triad earlier. Appian Records represent the data which is most central to the user. Records enable the connection
of processes and users in a way described earlier, primarily because users
can see the data as context and therefore drive their
next action on that basis, using related actions,
which are smaller processes, shorter running processes, et cetera, rather than a long running
monolithic process. That record then becomes the center point for all interactions and information about a specific topic in the company. So, Records can be built around any object in an organization, but is choosing wisely
what you make a record and what you don’t. So, here’s an example, high-level example, of a record’s dashboard, and we can see how both
related actions, up here, and related records, here, are represented in a records pitch. So, for related actions, a designer can choose to have a specific related action
appear at the top, here, and that provides a… A quick view, an ability for the employee to take immediate action
from within a record. All related actions
though are also available from the record from the left side, right here, related actions. We saw that as well on Greg’s screen. This allows users to
see all possible actions across all views for that record. Related records are provided as a number of record
links throughout the page, that’s these here. So, and these are drillable. So, if we’re here, we wanna
learn more about Timothy Kim, we click on Timothy Kim and we get the record on Timothy Kim. So, in this customer record, we can see the record
links to related records for the account responsible
to the customer, that’s Timothy Kim, orders processed for the
customer, right here, and service requests,
process for the customer, that’s right here. It doesn’t matter if
each record is processed, if it’s database, or expression-backed. It’s all related to how
this customer record, using the record link function, allowing information on
each of those records to be just a click away. It’s unifying all that
process, all that data, all those systems, all those
users, all those customers, for a much broader, bigger view that can also be drilled down. So, with all these capabilities, Appian still stands for simplicity. It’s your business, your solutions, your organization, it’s complex enough. No one wants to add
another complex solution to solve already complex problems. Appian, we wanna make it
simple for our clients to quickly build solutions
that meet their unique needs. And that’s why Appian still
stands for simplicity. We’re proud that leading analysts, like Gartner, acknowledge this, identifying that Appian customers are able to achieve truly agile
delivery of solutions, and require the fewest resources to deploy those solutions
than any other vendor. So in any case, thanks
for your attendance today, I’m gonna turn it back to
Amanda and see what questions, what time we have left
for a few questions. – [Amanda] Brilliant, thanks a lot, Zach. First question for you, what were the change management issues and entities in a new system that changed how people did their work, and what would be the end user feedback? – [Zach] That might be
a question for Greg. That sounds like a question for Greg. Greg, are you available? – [Greg] Hi, yeah, I’m here. Amanda, would you just repeat the end of that question for me again? – [Amanda] What were the
change management issues and entities in a new system that changed how people did their work, and what would be the end user feedback? – [Greg] Sure, thank you for that. So, the change management issues that we saw were pretty standard. People had just the normal
standoffish approach to seeing a new system come into play, maybe something that they felt was going to replace base system of
record, something that they liked or felt was more appropriate for them. Of course, the end result
was met with a lot of praise. We’ve gotten a lot of great feedback when people had seen that we were trying to just take information that they had to run around the company to get and we’re presenting
it in a one-stop-shop. So, normal change management
issues on our side that we had kind of prepped
for, which was standard, “I don’t know if I wanna
use another system, “or I wanna replace my existing system,” when truly, the case was we just want to give you guys one-stop-shop, we wanna replace the email bottleneck that you might go through
with trying to figure out where emails had gone and whatnot. So, we’ve received some great
praise from internal people, we’ve actually heard
that users have been able to actually save time on their day-to-day on specific functions and put that back into focusing on their customers. So, any time that they’re saving, they’re actually putting back into client-specific phone calls, or processes that they
have on the client side. So, it’s been well received. – [Amanda] Great, the next question, how many systems of record are accessed? How long did the project take? What was the approach, and was it based on process or system? – [Greg] Yikes, lots of questions there. So for us, we have a handful of systems that are currently integrated, and we have plans to continue to integrate on a monthly basis, or throughout the rest of
this year and next year, so I don’t have off the top
of my head how many there are because we’ve done quite
a few integrations, and we continue to do so. How long did our project take? Well, we’ve been on Appian
for about a year now, as Zach mentioned, we’re
working in an Agile framework, so continuous improvement for us. But our initial implementation from signing up with Appian
and getting a process in front of users with training took about three months for
our pilot processes, and that included two
integrations off the bat. So, we hit the ground running and we’ve got multiple
incidences inside of Triad here up on similar processes
and we’ve continued to integrate new processes as well as iterate the existing ones
over the subsequent months. So, for us, it’s been fast and furious, we were up and running,
we did a lot of pre-work for those that might be
interested in a BPM solution. We tried to do a lot of process definition prior to jumping in. That allowed us to
kinda just develop test, user-acceptance test, and roll out. But what we’ve seen and what we’ve talked to others in our community
that are using the platform is that initial integration can
be as quick as a few months, depending on how complicated or how much user-acceptance
testing you need to do. Our subsequent roll-outs and developments have been significantly shorter because that initial
pilot platform was there for users to build upon
and there was less training into the earlier question, less pushback, if you will, and change
management associated. Our approach using that agile framework, to finish that question,
was we try to focus around the data that our users needed, we wanted to focus on the what it was that they wanted to do and needed to see, and then we started rolling in, looking at the process
definition that I mentioned, and how can we make it better based on the information that’s required, rather than how do we
just replace this process with it in a new system. So, we looked at data first, we then took a look at–
– [Amanda] We’ll go to the closing remarks after this. – [Greg] We then looked at the process and then focused on integration. So, hopefully, that helps
answer those questions. – [Amanda] Brilliant. So, thank you everyone
for your questions today. Any questions that we’re unable to get to, we will forward those
across to Greg and to Zach to follow up with you. I’d like to thank everyone
for attending today. Just before we end, any closing remarks, if I could go to Zach first, and Zach hasn’t got any closing remarks, pass them to Greg. – [Zach] Oh, sure, just thank you, thanks everyone for your attendance. And just consider when you’re
looking at BPM approach, consider the record-centric approach, consider how the world has changed, how your business has changed, and the need to unify all of the data with all of your processes, thank you. – [Amanda] Brilliant, well, thank you, to everyone for listening and thank you again to Greg and Zach, and to Appian for this session. Just to remind everyone, back tomorrow! We will be doing it
again at 10 a.m. Eastern, that’s a slightly earlier time, at 10 a.m. Eastern for three sessions, a case study on the next step in BPM, Automated Discovery and Analysis of Business Processes, how KPMG does it, followed by a demo from Minit software for automated discovery analysis and visualization of business processes. Then at 11 o’clock Eastern, we have a presentation for you on empowering business users with process automation and the cloud, brought to you by Oracle, and finally, tomorrow
at 12 o’clock Eastern, we will have a case
study on automating one of the world’s most complex commercial service delivery processes,
followed by a demo, brought to you by PNMsoft on their Sequence tuned for
orchestrating operation. So, three sessions for you tomorrow, starting at 10 a.m. Eastern,
hope you can join us. And for those of you that
have stayed on today, I just want to let you know that we will be giving
out one free pass each day to attendees of the BPM Open House to attend either the Business
Process Excellence Summit in San Francisco next week, or our flagship OPEX event in January. So, there’s an incentive
for you to stay on, keep listening, keep
asking your questions, and I hope you can join me again tomorrow. It’s been a great day, and
thank you for joining us on the BPM Open House,
thank you and goodbye.

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