I've transitioned from BPM (and before that EA) coverage at Gartner to work in the Office of the CIO team. We are focused on the widest angle of IT value and impact on the business -- including technology, analytics and process opportunities to remix IT solutions, business operations and even business models. There is also the people side -- customer and employee, human vs machine, neuroscience and habits -- and how change requires all of these aspects to be focused on. Finally, we are studying the problem of digital business transformation and how emerging technologies (like smart machines and IoT) and methodologies (like bimodal, lean startup and agile) can help the business change more effectively. The goal is to build an adaptive enterprise that can not just continuously improve but constantly transform -- a new business as usual operational execution mode.

I've transitioned from EA to BPM coverage within Gartner research. I'm interested in business change, business outcomes and business results -- and process seems to focus here more than any other area of planning. I see this as another move "upstream" from aligning to business demand from an IT perspective to now changing the business itself (of course with some IT things supporting that change better). As always, I'm looking for those that have stories to share about success in BPM or BPI initiatives, both individual projects but also overall BPM programs. How has making processes better changed since TQM and BPR first became the rallying cry? How do businesses focus on the big end-to-end processes in particular, rather than in only small scope process improvement? How do enterprises measure success and how does BPM support collecting, defining and improving those metrics? I'm also interested in what technologies are used to implement process changes (BPMS, BAM, iBPMS, etc.), and how BPM focus changes application development and other IT disciplines (PMO, IT strategy, etc.). BPM is certainly related to my past Enterprise Architecture (EA) focus -- business architecture is very closely related -- so close that in many cases the people focused here are doing the same thing. I'm also trying to understand how enterprises tease out these role distinctions. I'm also interested in the overlap in content and models between disciplines, for example connecting process hierarchy efforts to business capability modeling.

Jan 2010: Now also Chief of Research for the EA, PPM and BPM roles.Activities: • Define and deliver Gartner for IT Leaders Enterprise Architecture program including workshops and written deliverables • Speaker at Gartner conferences, other industry, vendor-specific, and end-user customer events • Provide significant consulting, coaching, and sales support Responsibilities: • Support clients in planning infrastructure and architecture • Coach EA teams to design enterprise technical architecture including patterns, services, domains and components • Support sales in generating new clients and revenue • Research and communicate best practices for architecture and design(Same kind of work as last position at META Group, which was acquired by Gartner in April 2005.)

Achievements:• Providing significant consulting, coaching, and sales support• Defined and delivered Adaptive Infrastructure Strategies infusion program including workshops and written deliverables• Speaker at META Group, Enterprise Architecture Conference, other industry, vendor-specific, and end-user customer eventsResponsibilities:• Support clients in planning infrastructure and architecture• Coach EA teams to design enterprise technical architecture including patterns, services, domains and components• Support sales in generating new clients and revenue• Research and communicate best practices for architecture and designPast Positions:• VP, Adaptive Infrastructure Strategies• VP, Integration and Development Strategies• Senior Program Manager, Global Networking Strategies

Achievements:• Defined research and publication agenda, including new magazine section on middleware• Developed joint testing environment with major end-user organization (oil company in Houston, TX) while part of their infrastructure planning team• Areas covered included: network operating system (NOS), directory services, email and messaging systems, networking, remote access, distributed applications and middleware• Developed magazine’s first online web siteResponsibilities:• Conducted hands-on product testing and research• Wrote and edited articles for the monthly magazine• Ran independent labs in multiple locations (LA, Stanford, Houston)• Spoke at industry shows (Networld+Interop, Client/Server, DB/Expo, etc.)

Achievements:• Grew consulting revenue and training business significantly• Wrote product training classes for vendors (Novell, Banyan)• Certified Novell InstructorResponsibilities:• Provided strategic, management and technical consulting to vendors and large corporate customers• Created reports on recommendations covering topics such as network design, assessments, and NOS deployment design (Novell, Banyan)• Conducted training seminars and managed training business• Installed network, NOS, server and desktop environments for clients

Achievements:• Evaluated, installed and maintained network of PCs and IBM System/36 accessing mainframe hosts for online information service provider• Programmed in SAS on mainframe for corporate customer information system and in dBASE III and Lotus 123

Achievements:• Designed first computerized system to handle subsidiary rights records, resulting in better control of delinquent payments• Developed business case assessments of technology investments