Brainwaves , the official e-newsletter of the Business Performance Management (BPM) Forum , is distributed quarterly to Forum members, content requestors and e-newsletter subscribers. Our objectives for Brainwaves are to provide relevant information, stimulate new ideas and help improve your decision-making regarding business performance management initiatives, strategies and execution. Let us know how we can improve this publication to help you achieve your goals.

Brainwaves, the quarterly mouthpiece of the BPM Forum, is back and better than ever. Brainwaves brings you the latest and most compelling information in the business performance space, while letting you know about the Forum’s numerous current and future programs and research initiatives.

In honor of one of our current initiatives, Business Traction from Better Decision Action, we’ve “decided” to make October our “Decisions 2006” issue—featuring three thought-provoking articles on the topic in the Member Mindset section, plus an interview with Dave Laverty, CMO at Cognos and chairman of the Business Traction Advisory Board. Business Traction looks at the pain points, best practices, systems and processes that affect decision quality, accuracy, speed and outcomes. In spending quite a bit of time compiling the research data, I can truly say that decision making is a very complex subject—critical to your company’s performance—and the majority of survey respondents have yet to set effective processes that enable good decisions.

We’re currently in the final stages of assembling the data, but there is still a chance for you to audit your own company’s decision making prowess and play a key part in the results by taking the survey at http://bpmforum.org/decisionroi/survey.htm. In advance of the comprehensive final report, available in the coming weeks, a special live one-hour Business Traction Webinar, featuring senior executives from GE, the United States Postal Service and the New York Jets, is set for Wednesday, November 8. For registration details go to
http://w.on24.com/r.htm?e=29625&s=1&k=D1B0CCB4E0380DD4CF734B73257661AA.

We have a number of other thought leadership initiatives underway that are highlighted below. We hope you’ll “decide” to participate in the ones that interest you.

Enjoy the issue!

Scott Van Camp
Editor
www.bpmforum.org

Dave Laverty, senior VP, global marketing and chief marketing officer at business intelligence solutions company Cognos, heads up the advisory board of the BPM Forum’s “Business Traction from Better Decision Action” program. Dave joined Cognos in 2002, and is responsible for worldwide marketing execution, encompassing strategic alliances, marketing communications, sales support, product marketing, PR, and analyst relations. He has over 17 years marketing experience with technology companies, including positions at Surebridge Inc. and Lotus Development Corporation, a subsidiary of IBM. Coming from a company that’s a leader in business intelligence software, Dave has some strong, informed opinions on decision making, and we’re happy he decided to sit down with us for a quick interview.

Brainwaves: I’ll start off by putting you on the spot. On a scale of 1 to 10, 10 being the highest, how would you rate the decision making process at Cognos?

Dave Laverty: I’d put it at about an 8. Obviously we’re in that business, and good decision making is one of the cornerstones of good performance. Cognos has done countless research on this topic, and we’ve woven that research and our experience into our own processes.

What does Cognos have in place that enables good decision making?

Well, we believe the difference between good and bad decisions comes down to having good data. We’ve launched an initiative called Performance Management that is proving to be very effective. We also use a balanced scorecard and decision tree process. We have a strategy map that gives us a 3-5 year view, and then we compare our short-term objectives against that map, and decide key decision areas and sweet spots we need to focus on.

What are the key barriers to good decision making that you see with your clients?

Information overload. They have too much information, and aren’t looking at the right data that is going to enable the right decision. Also, in general companies need to identify the key drivers of their business, and having those objectives cascade down throughout the company. Then you have the cultural issues; silos operating within the business, for example, where one side doesn’t talk to other side. That prevents data from getting to other key parts of the organization.

Obviously you believe in having timely and relevant data to base decisions on. What about emotion—what part should that play?

While emotion is going to play some role, the key is informed decision making. How can you make good quantifiable decisions with good rationale if you don’t have some level of clean, consistent information? One of the big issues on CEOs’ minds is agility. Are companies agile enough to make decisions in a timely fashion? Having the right data available to key decision makers is critical. The only way you can do that is to have access to key data points that you need that tell the true story of your business, and have that information delivered in a frequent way, rather than having to go back to the well.

What about the use of historical data—how important is that?

First, remember that historical data can mean what happened yesterday. But you can’t use historical data in a vacuum. You have to marry it in terms of what is happening right now. Then what are you doing to respond to it—forward looking in the biz. One of the biggest mistakes is only looking at historical data. That’s why dashboards and metrics are critical for real-time decision making.

We’ve heard Cognos is working on a process that could improve the decision making process even more: the utilization of unstructured data. How important is that, and how do you bring that together?

We have a number of initiatives on unstructured data. It’s a direction we know is important, especially in certain markets. Take the automotive industry, for example. At dealerships, mechanics key in comments on a car’s problems into a database. So how does that data get aggregated and applied to statistics to determine if there might be a recall problem? You need to identify key phrases and pull them all together. From a search perspective, the compiling of unstructured data has already started.

Decision-making is an age old problem. Eve took advice from a snake. Julius Caesar took advice from a council of advisors even though they later stabbed him in the back. Kings, presidents and leaders of all types struggle with making good decisions.

The 2004-2005 Teradata Report on Enterprise Decision-Making shows that over 70 percent of the respondents say that poor decision-making is a serious problem for business. The top casualties of poor decision-making are profits, company reputation, long-term growth, employee morale, productivity and revenue. If that weren’t bad enough, 75 percent of the senior executives of top U.S. companies said that the number of daily decisions has increased over last year.

The August 30, 2023 online edition of BusinessWeek features an article entitled, “Why Decisions Need Design” by Roger L Martin. In Part 1 of this series, Martin points out that workforces over the last 50 years have changed substantially. Historically, direct labor used to dominate both the number of workers employed and the percentage of payroll. Today, however, white collar employees dominate the payroll cost, if not the absolute number of employees. Martin suggests that these people are not manufacturing products, but rather they are manufacturing decisions, and the number and types of decisions being made are myriad.

If the number of decisions being made is increasing and the number of people needed to make these decisions is increasing, how successful are they at making good decisions? Paul C. Nutt in his book, “Why Decisions Fail” reports, “For more than twenty years I have been studying how decisions are made, writing about what works, what doesn’t and why. The key finding is startling – decisions fail half of the time.”

It seems obvious that if decisions fail half of the time, organizations would pay very close attention to the quality of their decisions, but to date, that has not been the case. If, as the Teradata report suggests, that profits, company reputation, long-term growth, employee morale, productivity and revenue are being affected, then it will not be long before decision making becomes a very hot topic for leaders across the country and throughout the world.

Edward Russo and Paul Schoemaker, in their book “Winning Decisions,” point out 10 reasons why decision-making is even more challenging today.

1. Information Overload. A survey by Reuters of 1,200 managers worldwide found that 43 percent thought important decisions were delayed and their ability to make decisions was affected as a result of having too much information. There is plenty of information right at your fingertips, but much of it is conflicting and reliability is questionable.
2. Change. The rate of change in our world is ever increasing so we are forced to make decisions about moving targets.
3. Rising Uncertainty. The days of predict-plan-execute are gone. Discontinuities are the norm.
4. Few historical precedents. Virtual organizations and the digital revolution are so new that they leave us with little experience to guide us.
5. More frequent decisions. Decisions that used to be handled by standard operating procedures now need to be customized for each relationship.
6. Fewer experienced decision makers. Flatter organizations are forcing decisions that affect the entire organization to be made at lower levels.
7. Conflicting goals. The battle between short-term and long-term goals grows ever stronger.
8. More opportunities for miscommunication. Instant access with the Internet and continuous access with cell phones makes communication constantly available while cross functional and international endeavors provide more opportunities for misunderstanding.
9. Fewer opportunities to correct mistakes. Today’s pace provides less time to correct mistakes and reestablish credibility.
10. Higher stakes. Our winner-take-all society means there are fewer big winners which causes more players to be pushed to the sidelines.

Decision-making has been and continues to be a problem. The number of decisions is increasing and the percentage of good decisions is at an unacceptably low level. Given these facts, it is apparent that the approach we have used for decision-making probably was never adequate, but in today’s world is totally unacceptable.

The books and reports referenced above do an excellent job of defining the problem and increasing awareness of this growing dilemma. Best-selling books like Malcolm Gladwell’s “Blink” and James Surowiecki’s “The Wisdom of Crowds” are doing a lot to increase the awareness of the problem and offer some interesting insights in attacking the problem.

The time has come to recognize that our traditional method of decision making is not adequate in today’s world and begin the process of establishing a new approach that will produce better results and calm the growing crisis.

  Bob Cannon helps visionary leaders make decisions that gain a competitive advantage. Check out other interesting articles available in the Taking Aim newsletter available at www.cannonadvantage.com. Bob can be reached at (216) 408-9495 or mailto: bob@cannonadvantage.com.

  © Copyright Bob Cannon/The Cannon Advantage, 2005. All rights reserved.

This document is designed as an introduction to thinking ethically. We all have an image of our better selves-of how we are when we act ethically or are "at our best." We probably also have an image of what an ethical community, an ethical business, an ethical government, or an ethical society should be. Ethics really has to do with all these levels-acting ethically as individuals, creating ethical organizations and governments, and making our society as a whole ethical in the way it treats everyone. What is Ethics? Simply stated, ethics refers to standards of behavior that tell us how human beings ought to act in the many situations in which they find themselves-as friends, parents, children, citizens, businesspeople, teachers, professionals, and so on.

It is helpful to identify what ethics is NOT:

• Ethics is not the same as feelings. Feelings provide important information for our ethical choices. Some people have highly developed habits that make them feel bad when they do something wrong, but many people feel good even though they are doing something wrong. And often our feelings will tell us it is uncomfortable to do the right thing if it is hard.
• Ethics is not religion. Many people are not religious, but ethics applies to everyone. Most religions do advocate high ethical standards but sometimes do not address all the types of problems we face.
• Ethics is not following the law. A good system of law does incorporate many ethical standards, but law can deviate from what is ethical. Law can become ethically corrupt, as some totalitarian regimes have made it. Law can be a function of power alone and designed to serve the interests of narrow groups. Law may have a difficult time designing or enforcing standards in some important areas, and may be slow to address new problems.
• Ethics is not following culturally accepted norms. Some cultures are quite ethical, but others become corrupt -or blind to certain ethical concerns (as the United States was to slavery before the Civil War). "When in Rome, do as the Romans do" is not a satisfactory ethical standard.
• Ethics is not science. Social and natural science can provide important data to help us make better ethical choices. But science alone does not tell us what we ought to do. Science may provide an explanation for what humans are like. But ethics provides reasons for how humans ought to act. And just because something is scientifically or technologically possible, it may not be ethical to do it.

Why Identifying Ethical Standards is Hard

There are two fundamental problems in identifying the ethical standards we are to follow:

1. On what do we base our ethical standards?
2. How do those standards get applied to specific situations we face?

If our ethics are not based on feelings, religion, law, accepted social practice, or science, what are they based on? Many philosophers and ethicists have helped us answer this critical question. They have suggested at least five different sources of ethical standards we should use.

Five Sources of Ethical Standards

The Utilitarian Approach
Some ethicists emphasize that the ethical action is the one that provides the most good or does the least harm, or, to put it another way, produces the greatest balance of good over harm. The ethical corporate action, then, is the one that produces the greatest good and does the least harm for all who are affected-customers, employees, shareholders, the community, and the environment. Ethical warfare balances the good achieved in ending terrorism with the harm done to all parties through death, injuries, and destruction. The utilitarian approach deals with consequences; it tries both to increase the good done and to reduce the harm done.

The Rights Approach
Other philosophers and ethicists suggest that the ethical action is the one that best protects and respects the moral rights of those affected. This approach starts from the belief that humans have a dignity based on their human nature per se or on their ability to choose freely what they do with their lives. On the basis of such dignity, they have a right to be treated as ends and not merely as means to other ends. The list of moral rights -including the rights to make one’s own choices about what kind of life to lead, to be told the truth, not to be injured, to a degree of privacy, and so on-is widely debated; some now argue that non-humans have rights, too. Also, it is often said that rights imply duties-in particular, the duty to respect others’ rights.

The Fairness or Justice Approach
Aristotle and other Greek philosophers have contributed the idea that all equals should be treated equally. Today we use this idea to say that ethical actions treat all human beings equally-or if unequally, then fairly based on some standard that is defensible. We pay people more based on their harder work or the greater amount that they contribute to an organization, and say that is fair. But there is a debate over CEO salaries that are hundreds of times larger than the pay of others; many ask whether the huge disparity is based on a defensible standard or whether it is the result of an imbalance of power and hence is unfair.

The Common Good Approach
The Greek philosophers have also contributed the notion that life in community is a good in itself and our actions should contribute to that life. This approach suggests that the interlocking relationships of society are the basis of ethical reasoning and that respect and compassion for all others-especially the vulnerable-are requirements of such reasoning. This approach also calls attention to the common conditions that are important to the welfare of everyone. This may be a system of laws, effective police and fire departments, health care, a public educational system, or even public recreational areas.

The Virtue Approach
A very ancient approach to ethics is that ethical actions ought to be consistent with certain ideal virtues that provide for the full development of our humanity. These virtues are dispositions and habits that enable us to act according to the highest potential of our character and on behalf of values like truth and beauty. Honesty, courage, compassion, generosity, tolerance, love, fidelity, integrity, fairness, self-control, and prudence are all examples of virtues. Virtue ethics asks of any action, "What kind of person will I become if I do this?" or "Is this action consistent with my acting at my best?"

Putting the Approaches Together
Each of the approaches helps us determine what standards of behavior can be considered ethical. There are still problems to be solved, however. The first problem is that we may not agree on the content of some of these specific approaches. We may not all agree to the same set of human and civil rights. We may not agree on what constitutes the common good. We may not even agree on what is a good and what is a harm. The second problem is that the different approaches may not all answer the question "What is ethical?" in the same way. Nonetheless, each approach gives us important information with which to determine what is ethical in a particular circumstance. And much more often than not, the different approaches do lead to similar answers.

Making Decisions
Making good ethical decisions requires a trained sensitivity to ethical issues and a practiced method for exploring the ethical aspects of a decision and weighing the considerations that should impact our choice of a course of action. Having a method for ethical decision making is absolutely essential. When practiced regularly, the method becomes so familiar that we work through it automatically without consulting the specific steps. The more novel and difficult the ethical choice we face, the more we need to rely on discussion and dialogue with others about the dilemma. Only by careful exploration of the problem, aided by the insights and different perspectives of others, can we make good ethical choices in such situations. We have found the following framework for ethical decision making a useful method for exploring ethical dilemmas and identifying ethical courses of action.

A Framework for Ethical Decision Making

Recognize an Ethical Issue

1. 1. Is there something wrong personally, interpersonally, or socially? Could the conflict, the situation, or the decision be damaging to people or to the community?
2. Does the issue go beyond legal or institutional concerns? What does it do to people, who have dignity, rights, and hopes for a better life together?

Get the Facts

3. What are the relevant facts of the case? What facts are unknown?
4. What individuals and groups have an important stake in the outcome? Do some have a greater stake because they have a special need or because we have special obligations to them?
5. What are the options for acting? Have all the relevant persons and groups been consulted? If you showed your list of options to someone you respect, what would that person say?

Evaluate Alternative Actions From Various Ethical Perspectives

6. Which option will produce the most good and do the least harm?

Utilitarian Approach: The ethical action is the one that will produce the greatest balance of benefits over harms.

7. Even if not everyone gets all they want, will everyone’s rights and dignity still be respected?

Rights Approach: The ethical action is the one that most dutifully respects the rights of all affected.

8. Which option is fair to all stakeholders?

Fairness or Justice Approach: The ethical action is the one that treats people equally, or if unequally, that treats people proportionately and fairly.

9. Which option would help all participate more fully in the life we share as a family, community, society?

Common Good Approach: The ethical action is the one that contributes most to the achievement of a quality common life together.

10. Would you want to become the sort of person who acts this way (e.g., a person of courage or compassion)?

Virtue Approach: The ethical action is the one that embodies the habits and values of humans at their best. Make a Decision and Test It

11. Considering all these perspectives, which of the options is the right or best thing to do?
12. If you told someone you respect why you chose this option, what would that person say? If you had to explain your decision on television, would you be comfortable doing so?

Act, Then Reflect on the Decision Later

13. Implement your decision. How did it turn out for all concerned? If you had it to do over again, what would you do differently?

This framework for thinking ethically is the product of dialogue and debate at the Markkula Center for Applied Ethics at Santa Clara University. Primary contributors include Manuel Velasquez, Dennis Moberg, Michael J. Meyer, Thomas Shanks, Margaret R. McLean, David DeCosse, Claire André, and Kirk O. Hanson.

This article appeared originally in Issues in Ethics

BPM Forum Looks at Mobile Compliance with Comply on the Fly Initiative
Another initiative soon coming to fruition is Comply on the Fly: The Right Road to Mobile Compliance. Sponsored by Sybase, Nokia and Infoexpress, Comply on the Fly looks at mobile devices and compliance. With millions of workers out in the field armed with mobile devices, are companies adequately managing these assets to minimize information theft and leakage and legal exposure risks? We’ll give you that answer as well as suggestions for best practices in the final report, due out Wednesday, November 29, the same day as the Comply on the Fly Webinar. For more information, and to take the survey, go to http://www.surveymonkey.com/s.asp?u=60782285560.

Learn Best Practices in Optimizing Product Marketing Performance
To what degree are product marketers able to make intelligent, informed and insightful decisions that drive top-line and bottom line performance, as well as maximize product value and longevity? Decisions made by today’s product marketers and product management executives have major operational and financial impact. Market Vigilance, Product Diligence finds serious shortcomings in the processes used by those executives in formulating critical decisions, and recommends concrete solutions. Download the report >>

Records Compliance Readiness: Read the Report, Watch the Webinar
Remember the $1 billion-plus judgment against Morgan Stanley– awarded to financier Ron Perelman?  Corporate records compliance or lack thereof, was a big driver of that verdict. The tracking and storage of internal messages and other documents—is a huge issue. CEE The Future: Building the Compliance Enabled Enterprise covers the current state of corporate America’s records compliance readiness; the extent to which compliance laxity or oversight can have dramatic legal and financial implications on the enterprise; and offers internal measures that can be implemented that better prepare all stakeholders – Legal Affairs, IT, Procurement, HR – for a fully compliant enterprise. Just take a look at today’s headlines—a company can be in big trouble if ill-prepared. Download the report and check out the Webinar replay at [link here].

Alert Enterprise, Phase II: How Alert is Your Company?
Phase two of the Alert Enterprise program is about to get underway.. Just how prepared are companies in gauging their preparedness to external influences and drivers? How alert are companies in monitoring, mapping and managing a company’s relevant information and external influences and drivers that the enterprise must consider to stay alert. Check out Phase 1 of the Alert Enterprise.

Competitive CPR – coming soon
Global business competition is intensifying and transforming, creating the need for more rigorous and far-sighted approaches to measuring and managing competitiveness. The Competitive CPR initiative, sponsored by Deloitte’s Technology, Media and Telecommunications (TMT) Practice, will look at the necessary set of formal disciplines, processes and methodologies for reducing competitive risk & improving competitive performance, as supported by the three main constituents of competitive readiness:

• Conditioning – the use of competitive risk assessments, stress tests and information systems that lead to competitive performance improvement
• Planning – the development and deployment of long-term plans and processes for creating and exploiting competitive advantage
• Response – the ability to sense and respond to evolving competitive threats and opportunities as they arise

Webinar: Business Traction from Better Decision Action
Wednesday, November 8, 2 p.m./EST, 11a.m./PST; with US Postal Service, GE Financial and New York Jets’ executives. Register >>

How confident are you in your company’s decision making abilities? Do you have the culture, processes and technology to foster good decision making within your enterprise? The DecisionROI Institute of the BPM Forum invites you to a live complimentary Webinar on corporate decision-making, featuring senior executives from three well-known organizations with distinct approaches to the dynamics behind making good decisions.

  Panelists:

• Pat Donahoe, Deputy Postmaster General and Chief Operating Officer – United States Postal Service
• Lee Stacey, Senior Vice President – New York Jets Football Club
• Glenn Thomas, Chief Marketing Officer – GE Financial

And if you haven’t already done so, we welcome and appreciate your participation in our Corporate Decision Dynamics Survey — it will take 10 minutes of your time and greatly add to this initiative.

Take the survey:
http://www.bpmforum.org/DecisionROI/survey.htm

IIR Telecoms Business Process Management
Date: January 22 – 25, 2007
Location: Crowne Plaza Hotel, Vienna, Austria
Website: http://www.iir-events.com/IIR-Conf/page.aspx?id=3705

In today’s rapidly evolving telecoms market, the introduction of new technologies is forcing operators to continuously optimize and adapt their business processes. IIR’s Telecoms Business Process Management event will explore how operators can effectively address key business process challenges in areas like product development, service activation, pricing, channel management and customer service by employing techniques such as business process modeling, workflow management and change management to strategically align business with technology.

For more information, please visit the Business Process Management homepage at
http://www.iir-events.com/IIR-Conf/page.aspx?id=3705 or contact Jenny Sheils, Jsheils@iir-conferences.com, Tel: 44 (0) 20 7017 7678, Fax: 44 (0) 20 7017 781

American Strategic Management Institute
2006 Project Management Office Summit
Date: November 30-December 1, 2006
Location: Arlington, VA
Website: http://www.asmiweb.com/Events/t246.html

Here is your chance to acquire the skills and techniques necessary to implement an effective PMO in your organization.  Whether you are new to PMOs or you are experienced in the field, you will benefit from joining some of the nation’s leading experts as they exchange knowledge about the leading innovations in project management.

• Master the necessary steps to successfully create a PMO
• Utilize proven strategies from industry experts to take your PMO to the next level
• Improve the accuracy of project estimates and resource management
• Perfect your skills by implementing effective project management techniques
• Earn up to 13 PDUs and up to 19.5 C.P.E Credits

To register, contact Tony Pintarelli at TPintarelli@ManagementWeb.org, or call 858.874.6876

Discount Code: T246-DBF1. Mention this code or BPM Forum and receive 15% off the cost of tuition!

Risk Management Summit 2006
Date: December 4-6, 2006
Location: Houston, TX
Website: http://www.asmiweb.com/events/b169.html

The American Strategic Management Institute will bring together some of the nation’s leading experts for Enterprise Risk Management 2006. This conference will offer a first-hand look into current ERM topics and strategies. Join your colleagues from across the nation to learn the following and more from ERM leaders:

ACCURATELY measure risk with enhanced metrics

1. DISCOVER the frameworks for managing risk
2. IMPROVE your corporate risk management strategy
3. UTILIZE performance measures to minimize the threat of enterprise risk
4. NETWORK with the industry leaders in risk management

To register, contact Blake Humble at BHumble@ManagementWeb.org, or call 858.874.6876

Discount Code: B169-DBF1. Mention this code or BPM Forum and receive 15% off the cost of tuition!

Business Trends Quarterly (BTQ) presents insightful analysis of current important events, developments, and trends in the business world. BTQ features informative articles and forums by the leading business executives and industry analysts who share knowledge from their respective fields. This dynamic forum allows these thought leaders to unite in order to analyze existing enterprise systems and challenges from an IT solutions standpoint, but more importantly, to clearly define goals in order to prepare for the future.

TechTarget publishes integrated media that enable information-technology (IT) marketers to reach targeted communities of IT professionals and executives in all phases of the technology decision-making and purchase process. Through its industry-leading Web sites, magazines and conferences, TechTarget delivers measurable results that help IT marketers generate qualified sales leads, shorten sales cycles and grow revenues. Founded in late 1999, TechTarget has won dozens of awards for its innovation and industry leadership, including more than 25 awards for editorial excellence in the past three years alone. In 2004, TechTarget was named to the Inc. 500 list of fastest-growing private companies in the United States. TechTarget’s more than 2,500 advertisers include the leading IT companies in the world, among them, IBM, Microsoft, HP, Cisco, Oracle, Sun Microsystems, and Intel. More information about TechTarget is available at www.techtarget.com

IT Compliance Institute (ITCi) strives to be a global authority on the role of technology in business governance and regulatory compliance. Through resources such as the Unified Compliance Project, ComplianceINSIGHT white paper series, and ComplianceNOW weekly e-newsletter, ITCi helps organizations overcome the challenges posed by today’s regulatory environment and find new ways to turn compliance efforts into capital opportunities.

The BPM Forum encourages its members and web site guests to share articles or white papers that relate to current issues and developments in corporate governance, compliance (Sarbanes-Oxley, Six Sigma, etc.) and topics associated with business performance management strategies, execution and results. Approved content will appear on the BPM Forum’s web site and/or will be featured in an upcoming issue of Brainwaves.

If you would like to submit an article or recommend one, please follow these guidelines:

• Business performance management focus: people, process, policy, technology, methodologies, best practices and business innovation
• Pictures, illustrations and charts to support your submission are welcome
• Include a brief biography with relevant credentials
• Maximum 850 words

Email content submissions to: scottvc@globalfluency.com

Email this issue of Brainwaves to senior executives in finance, operations, technology and business innovation roles who are interested in or expert with business performance and sustainability. Subscribe to Brainwaves at: http://www.bpmforum.org/newsletter_form.htm