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The movement towards mobile devices is shaking up the dynamic case management (DCM) landscape, according to Forrester Vice President and Principal Analyst Craig Le Clair. In this webcast, he sheds light on how mobility is impacting customers and how organizations can transition from using dynamic case management for overseeing individual cases to using the approach for larger business objectives.
As mobile devices, such as smartphones and tablets, become more commonplace, the expectations of consumers are changing. With consumer interaction evolving, there needs to be a shift in how businesses operate. "It's a major infrastructure change to have our customers newly empowered, really strong in their desires to have a much better, much more in-context, much more immediate type of communications," Le Clair said.
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Organizations have primarily focused on investing in enterprise resource planning and customer relationship management technologies to drive efficiency, Le Clair said, but a shift away from systems that merely categorize information is occurring in the enterprise. Dynamic case management has a chance to shine if businesses leverage it beyond transactional processes.
Many jobs, particularly those in production, have moved overseas. Thanks in part to business process management and dynamic case management, a number of processes domestically have become automated.
Today's work environment comprises more employees who fall in between knowledge and production workers, Le Clair said. Due to this shift, he noted that dissemination of information among experts is needed. This is where tools like collaboration platform Yammer can bridge the gap.
As much as 10% of activity is unexpected and hasn't been planned for, according to Le Clair. As businesses become more commoditized, they can set themselves apart from the pack in situations that require unique problem-solving techniques to meet and exceed customer expectations. Having a case management platform that provides collaboration can track who made which decision and when, Le Clair said, adding value that wasn't available with business process management.
This is part one of a three-part webcast series. In part two Le Clair discusses tracking and measuring results from strategic dynamic case management projects. The series concludes with advice for taking a big picture approach to dynamic case management.