On one hand we have:
A procurement process, the HR department's hiring process, order taking, or any project - all well structured Business Processes, the typical domain of the big legacy systems or focused project management systems.
That's what we call Business Processes. The important stuff. IT stuff for grown ups.
On the other hand we have:
A desperate call from a chap in the field when a supplier does not show up, a router that goes whirr-kaplunk, or the back and forth of mails prior to getting that big project up on rails.
All run and supported by Monday morning meetings, boss meddling, e-mail, faxes, phone calls and to-do lists.
The business processes that's not even called Business Process. The process orphans. The nuisance. The stuff that actually take most of our time.
What I'd call Business Practices.
I wonder what the gain would be if the Practices could be as efficiently handled as the proper Processes?
A lot? A whooping gigantic leap?
Did I mention the lack of learning from the unstructured Practices? The e-mails spread on hundreds of HDDs or Monday morning meeting reports that nobody reads or even write?
And what gain would we have if the learning was automatic, the increase in intellectual capital like a snowball instead of instant snow melting?
A friggin lot? Unbelievably huge gain to company efficiency and value?
Just to rub in what a business day consists of:
1) Business Process.
Examples: Procurement, HR processes, sales and marketing processes and any project.
Supported by: ERP systems, CRM, HR management systems, project management systems and BPxx systems.
Intellectual Capital: Big data repositories, data mining systems on top.
2) Business Practice.
Examples: Getting a process up to start and any issue that threatens to derail or mess up with the "proper" processes.
Supported by: To-do lists, fax-mail-phone, meetings and management involvement.
Intellectual Capital: Data (if any) spread in unreadable form all over the place, no IC growth at all.
Enter thingamy; it is designed to build the needed flexibility into workflows to even support and run the Practices. Then capturing the ongoings and data as well as define any report template for efficient use of the data so that next time, you can learn from prior issues and solutions.
Then when the inevitable questions comes - "where's the border between the proper "Process" and the "Practices", we would go "there is none!".
And then proceed to nibble on the proper Processes to give those room for the occasional derailing.
Always nice to be able to enter the corporation by replacing to-do lists, e-mails and Monday morning meetings - less risky for the end-user, more of a no-brainer.
Extending or replacing the big legacy systems would be entirely up to the user, please feel free when the time is ripe :)