RunMyProcess Digital Problem Solvers Tue, 28 Mar 2017 09:29:58 +0000 en-US hourly 1 What Makes Enterprises Successful in Digital Transformation? Tue, 28 Mar 2017 08:28:17 +0000 MIT Sloan Management Review and Deloitte recently published a report titled “Aligning the Organization for Its Digital Future“ which aimed to explore which strategies are successful for enterprises on their way to digital transformation. For this report, they surveyed more than 3,700 business executives, managers, and analysts from organizations around the world.  

As the full report is not accessible publicly to everyone, you can find a clear executive summary in a blog article written by Dr. Ralph-Christian Ohr. The infographic accompanying the report can be found here. The findings of the report also matched very well to our experiences in dealing with customers at all stages of their digital journey.


The researchers found that the most important skills for leaders to succeed in a digital environment are not technological skills but rather managerial attributes such as vision, being a forward thinker or having a change-oriented mindset.   

This observation aligns strongly to our own experience, since digital transformation is first and foremost a transformation. The ability to connect people, systems and things in new ways opens up opportunities not just to improve businesses but to reinvent them – something that requires a strong vision, capable leadership and careful management. In our experience the companies who are executing best on their digital transformation initiatives are those who take an ‘outside-in’ approach – starting with the value they deliver to their customers and then leading the organization through a process of delivering it better by using digital technologies to transform the way it is created, composed or experienced.


Secondly the researchers discovered some key cultural attributes that separated the performance of digitally maturing companies.  These attributes included an exploratory approach to risk taking, distribution of power and a collaborative work style – all built on a foundation of increasingly data-driven decision making.

This was also an interesting observation for us because we see a huge trend towards the distribution of digital technologies within our customers, with more and more business people looking for tools that can empower them to directly build applications at the edge of the organization and test new ideas while minimizing risk. Even more interestingly CIOs are also increasingly seeing the benefits of this cultural transformation – by giving people citizen development tools and collaborating to deliver solutions in a more distributed way, they can gather useful data that provides powerful insights for the wider IT strategy of the organization.


From a people perspective the researchers discovered that talent flight is a major threat for organizations faced with digital change, with significant numbers of employees and executives ready to leave companies that aren’t keeping pace. On the other hand companies which give their people the resources and opportunities they need to achieve more and develop themselves in a digital environment are much more likely to retain their talent.

We see this dynamic playing out every day in the work we do with our customers, with strong demand for applications that support new mobile working styles, automate routine tasks or integrate data from multiple silos. Providing a more modern working environment and removing low value and irritating tasks – to increase peoples’ flexibility, productivity and enjoyment – are two of the most important requirements we see in the digitally maturing organizations we deal with.  As people expect enterprise systems to present better data, support seamless collaboration or increase their leverage through automation they become less and less patient with the enterprise IT status quo… and are in such demand that they can easily take their talent to other organizations that give them greater freedom and more interesting work.


Finally the researchers found that digitally maturing companies also take a longer-term view of strategy compared to early-stage companies. In fact John Hagel at Deloitte’s Center for the Edge advocates that businesses need to gain context by preparing 10- to 20-year views on how their industries and markets will change while accelerating implementation using 6-12 month cycles of high impact initiatives.

Once again this aligns perfectly to the evidence we are seeing in the market. Our customers often have very big visions but need to take a fast, evolutionary approach to realizing them that preserves their existing investments to manage risk. It is no longer acceptable to define large, top down change programs because the future is uncertain, the environment changes quickly and we need to quickly test and evaluate new approaches before scaling success. This is why we believe so strongly in the ideas of fast but evolutionary change – we want to help our customers achieve big visions that make the world a better place but to do it one rapid solution at a time. For this reason we advocate starting at the edge of the organization and transforming inwards, connecting and evolving processes from the edge to the core over time.  This enables us to take a broad view of the destination while implementing fast, end to end changes that continually deliver high value outcomes.

Pulling it all together

One of the key findings in the wider report is that the most successful companies are those whose business strategy is infused with digital – as opposed to those who have a digital strategy alongside their business strategy. This may seem like a minor semantic difference but the gulf in perspective is huge; for the former digital is a new way of doing business that transforms every part of their value chain, while for the latter digital is a new channel, website or mobile application.  The authors name this integrated view ‘digital congruence’ where culture, people, structure, and tasks are aligned with each other, the company strategy, and the challenges of a constantly changing digital landscape.

We love this idea as the most interesting companies we work with are committed to driving digital thinking across their whole value chain and into every aspect of their business – connecting people, software and things from end to end in order to transform the way they deliver value. If you are looking to deliver such digital congruence and would like to understand how it can be delivered in practice you might also find valuable ideas in our whitepaper – The Four Essential Pillars of Digital Transformation: A practical blueprint for going digital.

RunMyProcess one of the most promising BPM Solution Providers Fri, 24 Mar 2017 13:42:45 +0000 RunMyProcess (RMP) is proud to be recognized as one of the 20 Most Promising BPM Solution Providers of 2017 from CIOReview Magazine.  Since its inception, RMP has been using the power of the cloud to transform the ways in which companies are connecting end-to-end processes, helping them reach their full potential.  RMP is a cloud platform designed to quickly and securely connect digital solutions, extending [G1] systems and processes in a faster, more reliable way for enterprise customers.

At present, Business Process Management (BPM) solutions are evolving as demands increase to integrate human-driven processes into standard automated business systems.  Improving the management of an enterprise’s end-to-end business processes achieves three crucial outcomes: 1) Provides clarity on strategic direction, 2) Aligns relevant and required resources, and 3) Increases discipline in daily operations.  With the implementation of emerging cloud technologies, companies are quickly adapting and embracing the shift to this digital transformation.

RunMyProcess is honored to be distinguished by a panel of prominent CEOs, CIOs, VCs, analyst, along with CIOReview’s editorial board for this recognition.

For the full article click here.

Fujitsu World Tour with Fujitsu North America Technology Forum 2017 Mon, 06 Feb 2017 16:14:59 +0000 RunMyProcess is proud be part of the upcoming American leg of the Fujitsu World Tour 2017, co-located with the Fujitsu North America Technology Forum. Come and see us at Levi’s Stadium in Santa Clara, CA on March 9th and experience the largest roadshow of its kind, attracting more than 14,000 expert visitors across no less than six continents.

Built on a theme of Human Centric Innovation – Driving Digital Transformation, this year’s event will feature fascinating and content-rich sessions and exhibits that will show you how to use the intersection of digital technologies and human creativity to achieve meaningful business transformation.

As a Fujitsu subsidiary whose core mission is to amplify human creativity by connecting people, systems and devices within new digital value chains we are thrilled to be able to share our experiences across a range of breakout sessions – covering topics such as Digital Transformation and Workplace Anywhere.

So why not join us for a day of topical discussions and knowledge transfer among experts just like you?

And while there why not come and talk to us about the way in which our unique digital platform can help you take a rapid, low risk approach to digital transformation – enabling you to achieve your business goals and increase your competitiveness in many fast, high-value and incremental steps.

Register now

Top Five Tips for Successfully Managing Cloud Costs Wed, 01 Feb 2017 08:00:48 +0000 We have always suspected it: Using cloud resources is convenient but not automatically cost-effective. This is true for Amazon Web Services or Google just as much as for your own private cloud. However, one German software company was astonished when they saw how much money could be saved by using a cloud cost management solution – and all without any loss of performance. The only thing they needed was some help from the right tool.

Fujitsu Enabling Software Technology GmbH (Fujitsu EST) is an innovative Fujitsu group software company located in Munich, Germany. It does not just develop cloud software, but also uses it heavily in production. Many of their in-house resources are virtualized and made available to developers in a self-service mode. They were therefore pretty confident that they were using their IT infrastructure in an efficient way. Unfortunately, the actual development costs did not meet those expectations – causing them to take a closer look. It turned out – to everyones surprise – that they could save almost 20% of their costs with little effort – saving them tens of thousands of euros over the course of a year!

Five basic tricks helped them to solve the problem – and while they are well known they are not easy to put into practice without the right data:

Create transparency  – When invoices from different cloud providers arrived in the accounting department they did not have easily comparable formats. The first requirement for any tool was therefore to aggregate data and provide a common and clearly arranged view. Using provider APIs the tool was used to import invoice data at the highest possible level of detail. This ensured that no costs were hidden.

Analyze the origin of the costs  – To really understand what’s going on, costs must be assigned to individual projects, departments, users, or groups – a tedious business if not automated. In addition billing records do not always fit into any clear pre-defined pattern, meaning that tools must also provide an opportunity for people to flexibly define allocation rules. Some of the budget owners at Fujitsu EST were surprised at the amount of „unassigned costs” they were incurring – and at how quickly the deactivation of one unused VM could save 50 to 100 Euro per month.

Remember that private clouds also cost money – While the incremental costs of public infrastructure can make overall spend difficult to control we cannot assume that private cloud infrastructures provide a solution. Fujitsu EST used a range of private cloud resources that also needed to be accounted for. It was therefore critical that the tool provided visibility into the entire hybrid-cloud estate of the business by aggregating the costs of technologies such as VMWare and OpenStack alongside those of public cloud resources. In this context it was very important that rating support – i.e. translating usage information into cost – was available. OpenStack Ceilometer, for example, offers information on unused resource volumes but does not translate such data into Euros and Cents.

Empower your people – „The team is the star” is an important enabler to success in getting control of your cloud costs. Cloud resources by their very nature are federated and easy to consume and so organizational cost optimization processes are more efficient and sustainable when tools enable employees to directly check and manage their own costs.  This empowerment can be further enabled by offering customizable budget limits that monitor usage and automatically trigger alarms in the case of problems.

Making a long story short – The management at Fujitsu EST were pretty surprised by the level of visibility they could achieve into their IT usage by visualizing and allocating their cloud costs appropriately. As well as saving money without any impact on performance they could also plan and budget for future activities with more confidence – helping them to move more quickly.

Equally importantly developers, operators and administrators are happy that the value of their work is now clear – and that they don’t need to waste valuable time justifying the expense of „unnecessary” costs to their management!

Want to read more on this topic? Click here to learn how you could also gain control over your cloud costs.

Award winning IoT demo – Human centric innovation in action Mon, 30 Jan 2017 11:00:43 +0000 Join us at Argyle’s CIO Leadership Forum in San Francisco Thu, 26 Jan 2017 16:55:20 +0000 We love to talk with other people about complex digital problems and explore the potential of technology for improving business and society. And that’s why we’re so thrilled to once again be a senior sponsor of the Argyle CIO leadership forum in San Francisco on February 17th.

Argyle Executive Forum is a great event that brings together exactly the kinds of dynamic and thoughtful people we love to learn from, hosting a range of senior IT, data and analytics executives from a great variety of industry verticals. The San Francisco event is set to be a great day of presentations, discussion and networking on the topics of Data Strategy & Innovation. The agenda will be specifically geared towards Chief Information officers, Chief Data Officers, Chief Digital Officers, as well as Data/ Analytics/MIS VPs, Directors, and Architects in a leadership role. Key topics we’ll explore include:

  • IT’s role in collaborating, strategizing, and enabling other areas of the business to be data driven
  • Leveraging an effective data strategy to reduce operational and infrastructure costs
  • Getting the most out of data and the top obstacles that get in the way
  • How IoT is simplifying operational ecosystems and disrupting industries
  • Safeguarding your organization’s data and understanding the top emerging threats to be wary of

Why not join us by registering for the event at the Argyle forum website?

Even better why not make our day by taking some time to talk to our on-site digital problem solver, Nick Leyton?

Nick loves to talk about data strategy and innovation and can show you the way in which our unique approach to digital problem solving has helped people just like you to succeed across a broad range of industries and functions – bringing new ideas and perspectives that can help you find a better way. 

You can contact Nick to arrange a time at:

Managing cloud costs for digital success Mon, 16 Jan 2017 08:00:02 +0000 Today’s cloud services are making it easier and faster than ever to deliver digital innovation that delights consumers. But the distributed nature of these services – together with differences in functionality, business model and charging structures – makes building and controlling a financially viable business more complex than ever.

Digital business = cloud

The cloud has now moved beyond fringe use cases and become a fundamental enabler of digital business. By enabling reuse, making services available from anywhere and providing infinite scale, cloud-based services are transforming the very fabric of business and society

But successfully leveraging the cloud to build new digital offerings means making use of services from many different providers and at many different levels – from infrastructure through to applications. The reality is that there is no ‘single’ cloud that can take care of all of the myriad business and application needs of an enterprise and so we must “pick and mix” the best combination of services at every level before weaving them together to create new digital processes and systems. At a technology level, greater autonomy in development practices through devops is also empowering teams to move beyond single ‘enterprise-wide’ views of technology and into a world where teams choose the most effective tools for their specific needs. And this cloud trend is only set to intensify; a recent survey of enterprise cloud adoption found that 71% of respondents already manage a hybrid IT environment within their organization*.

But while the technology and development practices necessary to leverage this brave new world are the subject of much discussion and energy there is another less considered, but critically important perspective – how do we use public and private cloud resources to maximize innovation while still creating a financially sustainable digital business.

Clouds can cast shadows

One of the most powerful effects of this new world is that people are empowered to build and consume cloud services on their own, accelerating innovation and delivering continuous improvements that make the business work better. But the flip side is that these newly empowered people are creating many small and opaque financial obligations that together could affect the viability of the business.

Whether it is excess provisioning, oversized servers, unused storage, systems that continue to run after their value is exhausted or unused application subscriptions – if not visible and under control all of these small commitments can add up in ways that bring unpleasant surprises.

Welcome to Shadow IT, cloud style.

From a business perspective the uncontrolled financial commitments incurred by Shadow IT can slow down successful digital innovation. CIOs struggle to know how much money they really have available due to hidden costs. ROI becomes difficult to establish. Escalating usage can see costs quickly spiral out of control and impact the bottom line. And worst of all the inability to confidently propose budgets and benefits for new projects leaves innovative projects stalled at the financial approval stage, mired in procurement issues and blocked from going forward.

Seeing through the clouds

As a result of these issues analyst firm Forrester identified cost management as one of the top three challenges for cloud usage in a survey of IT decision makers. Common issues include:

  • Understanding overall cost
  • Reacting to monthly fluctuations
  • Maintaining budget control
  • Releasing unnecessary resources
  • Optimizing usage to reduce spend

As we move beyond early digital projects and into more fundamental digitization, therefore, cost transparency is becoming an increasingly important enabler for sustainable innovation. We need to know where costs come from, how much we are spending and – more importantly – who is responsible. Meeting this challenge means empowering organizations with new tools that help them to safely visualize and manage cloud costs – firstly by understanding their total cost exposure and secondly through accurate chargebacks to each department and team. By aggregating hybrid IT costs in this way we can establish a new culture of transparency and responsibility – reducing financial risks, overcoming procurement challenges and accelerating the delivery and roll out of digital innovation projects critical to the future of the business.

Importantly such tools exist today – offering real-time visualization, measurement and insight that can help you take immediate action to optimize the use of cloud for your business.

Why not find out more here?

*State of the Cloud Survey 2016, Rightscale

Going large at NRF 2017 Wed, 11 Jan 2017 15:57:35 +0000 First show of 2017? Retail’s BIG Show, NRF.

We like to start the new year with a big bang!

We are excited to a part of the huge NRF show on January 15-17, 2017 at the Javits Center in NYC.

As a platform for connecting people, processes and devices across the whole digital landscape we love to work with retailers!

Why not take the opportunity to see the latest and chat with one of our awesome digital problem solvers?

Swing by booth #3905 and let Nico show you our awesome demo!

We have some high profile retail clients who are using our platform to do amazing things.  Let us show you how our fast digital platform can transform your speed and efficiency in 2017.  Ask any questions you may have to Nico Triballier – one of our expert digital problem solvers.  Why not make his day and pre-arrange a meeting at

Come over to booth #3905 and let Nick help you with your digital problems!

Simply curious about the huge range of ways RunMyProcess can benefit your company and make you look like a retail rock star? Stop by and chat with Nick Leyton – he loves to share the benefits we’ve delivered to people just like you across the retail space. Even better why not contact him to pre-arrange a meeting at

Not sure you can stop by?

Visit us at and see how we can help you deliver lean digital processes.

Happy Retailing!

Cloud Cost Management Fri, 21 Oct 2016 10:59:05 +0000 Building IT Together: Creating a New Collaboration Framework for Digital Business Tue, 19 Jul 2016 11:32:48 +0000 White paper: Methodology ]]>