Challenges of the Interaction Economy (part 2) : embracing complexity in the Public sector


Table of contents

Challenges of the Interaction Economy (part 1)

Challenges of the Interaction Economy (part 2) : embracing complexity in the Public sector

Challenges of the Interaction Economy (part 3) : embracing complexity in the Finance sector

Challenges of the Interaction Economy (part 4) : embracing complexity in the Health care sector

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2.     Public sector

2.1 Introduction

The main discriminator between the private and the public sector is the fact that the public sector cannot go out of business. It can shrink and be reshaped, but will not disappear entirely. The same applies to taxes or legislation. The latter will even be rather more than less.

Challenges of the Interaction Economy (part 1)


Table of contents

Challenges of the Interaction Economy (part 1)

Challenges of the Interaction Economy (part 2) : embracing complexity in the Public sector

Challenges of the Interaction Economy (part 3) : embracing complexity in the Finance sector

Challenges of the Interaction Economy (part 4) : embracing complexity in the Health care sector

PDF download on SlideShare


1.     Mastering disruption – embracing complexity

1.1 Introduction

What is it that keeps a manager awake at night? It is either the myriad of snap decisions he[1] has to made every day on a seemingly increasing variety of issues. Or it is one of these far reaching decisions that directly affect people (employees, customers or partners) and the future of the organization? The answer can be ‘both’. Fact is that most of the managers perceive their current environment as becoming increasingly complex. They have a natural tendency to keep control while the circumstances beyond their control evolve with a mind-blowing speed and magnitude that is virtually impossible to keep track with. It is this short term oriented control bias that leads to the creation of seemingly sophisticated solutions that in the end make life even more complicated and disturb the manager’s good night’s sleep.

Participating and collaborating in spontaneous networks

Libraries have the ambition to facilitate the creation of knowledge in and for their communities. Taken from a broader perspective, this ambition fits within the trend from meconomics to weconomics as described in The future of business here. Therefore libraries face the same challenge as all organizations in the private and public sector.
They all experience that cooperation, coordination and communication is going to take more and more place in constantly changing constellations. Participating and collaborating in spontaneous networks becomes the new normal. The question is whether organizations are capable to deal with this paradigm shift in the way they work.

Facilitating transition with an iBPMS competence center

Many businesses are faced with the challenge to absorb the change that a new way of working and new technology brings. They find it hard to realize the envisioned business case. Obstacles may be caused by lack of business commitment, difficulties in strategy execution, a continuous changing environment and (post-) project shortcomings. Practice has shown that using a competence center helps to overcome these obstacles.

Libraries and 'The process of me'

Libraries were in the vanguard of the sharing economy long before Uber, Airbnb and other 'would-be' channel commanders came on the market. In contrast to these providers, libraries can be regarded as 'merit good', a service that is socially desirable, but economically not profitable (at least at the point of consumption).
In today's emerging digital economy libraries face the risk of gradual extinction. Adapting 'the process of me' concept may help to prevent this.

Emergence of the intelligent Business Process Management Suite

The intelligent Business Process Management Suite (iBPMS) is a new generation of BPMS enhanced with machine and human intelligence. It is an emerging BPM technology that helps to meet the need of intelligent business operations. The iBPMS expands on the traditional BPMS by adding new functionality to support intelligent business operations, such as real-time business intelligence, complex event processing, deep human collaboration and mobility.

Rise of the intelligent enterprise

Business continuity is at stake for many organizations in the public and private domain. The pace of change and increasing complexity makes it extremely hard for organizations to sustain business value and assure survival. All public and private organizations experience in their own way the consequences of the fundamental shift that has taken place from a manufacturing paradigm to a services, information and hybrid economy.

From regulatory rigidness to meaningful resilience

Regulations are growing faster than the GDP

Regulations are growing faster than the GDP. In fact, in a world of economic decline, it is the fastest growing industry. The rate of increase exceeds the capability of heavily regulated industries to integrate them into their environment; leaving these businesses and their management vulnerable to fines, censure or worse. It becomes more and more clear that ‘business as usual’ is cancelled. Old recipes don’t work anymore. The business operating system is coming to a grinding halt.