- A client has a standing order defined in an e-banking system (front-office).
- The e-banking system passes the payment to the bank's back-office system on each 25th of month.
- Once, the transaction initiated by the back-office it was rejected by the recipient's bank
- The back-office (which is based on a good BPM suite) starts its recovery-error process.
- That error-recovery process got struck in the back-office and the client didn't know about the failed transaction although money were debited from the client's account.
- The recipient has complained to the client.
- The client replied to the recipient that the e-banking shows that the order has been processed.
- The recipient has complained again.
- The client submitted an inquiry via the e-banking system.
- Somebody has replied that the back-office can't process the order for some reasons.
- The client called the front-office contact person - conseiller.
- The latter did some magic, requested to repeat this transaction again and confirmed that the money will be refunded in a few days.
Ideas for #BPMshift - Delenda est "vendor-centric #BPM" - case for fusion of bank's front- and back-offices
The recent quotes digest in http://www.bpm.com/Blogs/bpm-quotes-of-the-week-april-11.html starts with my text "“Business is no longer a front and back office – all of your enterprise is the front office. Classic ad-hoc/dynamic processes and classic static processes will co-exist in the same BPM execution environment.”
This quote is based on the real story. It is usually not a problem for bridging front-office processes and back-office processes in their HAPPY PATH (see http://improving-bpm-systems.blogspot.ch/2014/03/enterprise-as-system-of-processes.html ). It is much more difficult to bridge them in their ERROR-RECOVERY PATH.
The story details.
The total elapsed time for this saga was 20 days. This means that during 20 days the client's money were lost BETWEEN the front-office and the back-office of a world-wide bank. Just wander what adjustment of internal business processes was made in this bank to avoid similar cases.
This bank is using a BPM suite for its back-office; There is no information about the implementation of its e-banking system. Ideally, the latter should be also process-based. But, as there is a huge fragmentation of the vendor-centric BPM market, modern BPM tools create "islands of BPMing".
Thus the BPM industry must moving from vendor-centric BPM to customer-centric BPM.
Delenda est "vendor-centric #BPM",