Keith Harrison-Broninski
"In the past, we typically advised organizations to focus on what they could easily solve and to defer working on the more problematic, complex problems. But, in the past few years three things have changed. First, leading organizations have cleaned up lots of the more easily solved processes and are ready to tackle more difficult challenges. Second, various technologies, principally the Internet and email, have made dynamic processes more prevalent. Third, outsourcing and the emphasis on customer service have made it more important than ever to empower individual employees who interact with customers to make decisions. That, in turn, requires that we define the jobs of employees who perform complex, dynamic and often knowledge intensive activities. All of these considerations have led to a new emphasis on complex, dynamic processes."