Adaptive Case Management 101: What It Is, And Why Your Business Needs It

Adaptive Case Management 101: What It Is, And Why Your Business Needs It

There are innumerable ways to manage the daily, human - serious processes upon which most businesses rely. These tasks – which often have prescribed best practices but arise in different ways depending upon the players involved – make up an estimated 60 to 80 percent of the work done in any habituated company. If single to their own devices, employees are likely to manage these processes via e - mail or Microsoft Office applications, on paper or through oral updates, none of which enable managers to passageway the steps of business critical actions and protect positive outcomes.
Ad - hoc tasks, by their nitty-gritty, defy the confines of structured solutions matching business process management. However, that doesn’t mean that businesses need to accept the operative risk inherent in unmanaged or mismanaged processes.
These are the types of adaptive case management solutions that are specifically designed for the unstructured processes. They consist of crowd information, collaborating with others, managing individual workloads and making decisions that are dependent on the letters, savvy and experience of the participants. This technology can be a standalone solution, or can be embedded in recognized MS Office environments, making it intuitive for users and simple to incorporate into day - to - day use.
So what might those day - to - day uses build?
Operational risk management issues created by unstructured human processes show in every industry, and run the radius from politic process risk through politic process risk. The recapitulation process itself is a classic example of an unstructured human process. March past processes consist of a number of sub - tasks – e. g., defining an inspection plan, assembly information and defining findings, creating the recommendations based on those findings and conclusively, the follow - up and tracking of urging implementation. Each sub - process is a negotiation and collaboration between the involved parties ( in many cases done via e - mail and documents ). For illustration purposes, let’s focus on the recommendation - tracking and follow - up sub - process.
Let’s speak an review finds a safety subject in a plant that needs corrective life. An auditor e - mails a plant executive, alerting him to the safety theory and making recommendations for addressing it. The plant employer then delegates the task ( also via e - mail ) to an employee, and explains the corrective actions. They will most likely engage in e - mail conversation about the specifics of the safety argument: What is the obstacle? What needs review? What are the next steps? In discussing the answers to these questions, the parties will likely go back and spread a few times. Depending upon the specifics, they may involve more team members to correct the topic. These exchanges are not astonishing in the auditing process, but over they are ad - hoc and unstructured, the auditor ( and management ) has no real visibility into the question - solving activities, let alone an ability to manage and course the overall process lifecycle.
An recapitulation is just one way human processes are used for regulatory compliance. In today’s dynamic regulatory environment, new regulations and greater regulatory supervision are the touchstone for many industries. In most cases, the process for object these regulations are human - centric and unstructured until the organization familiarizes itself with the regulation and it consequences. Over time, the organization may decide to mastermind the way of compliance through a structured process supported by IT, but until then, most companies will handle it through a human process, universal executed via e - mail and documents.
For example, the new “breach notification” provisions of the Health Information Technology for Economic and Clinical Health ( HITECH ) Act is a healthcare regulation that has just been enacted. The regulations require HIPAA - covered entities to these days alert affected individuals, the health and human services secretary and the media of any breach affecting more than 500 individuals. Since this is a new regulation, one possible way to handle compliance is to earmark someone as the breach - process owner. Her first act will most likely cover sending out system on how to handle the breach. The first step in convenience a breach might be sending an e - mail to the breach - process owner when a issue is discovered. At that point, the company would need to coordinate a response to the breach, making genuine to meet the regulatory requirements and any relevant internal processes. That means ensuring affected individuals are notified, and, if needed, that the government and media are notified. The company may also launch an internal investigation of the breach. Without adaptive case management, all of these steps will monotonous be done via documents and e - mail – making it nutty to manage, alley and rethink compliance with the regulations.
Enabling the monitoring and tracking of unstructured processes through e - mail and documents also provides a complete system - of - transcribe for sequence, an distinguished interest if problems materialize and an scrutiny trail is needed. For example, let’s understand you have a customer overseas, and you need to brief that a sizeable order can be shipped to that emblematic country. The sales employer in charge may have proverbial an e - mail from the monitor notifying him of this charge ( i. e., checking with export controls ), but disposed the personality of e - mail, there is no way for the pioneer to know that the boss actually took the well-suited power; it may have fallen through the cracks, or gotten forfeited in the flood of e - mails certified by the sales administrator.
Until your business has visibility into these unstructured activities, you are not managing the bulk of the work in your organization. If these processes should be tracked for compliance reasons, then this need of visibility poses significant risk. Consider your regulatory and compliance processes – people - violent tasks that give impulse as a outgrowth of an extrinsic regulation. Realize of how many e - mails and documents are generated by these processes. Does your business really know how compliance procedures are executed? Or where each of the currently running compliance processes stand? These changes befall on a case - by - case basis, and people promote to rely on documents and e - mail to deal with them. However, since these actions admit some type of legalization if not finished on time, IT must transfer the ability to manage, course and scanner these ad - hoc actions. Disposed the way most people work and the current infrastructure in most companies, the best way to do this is by enhancing e - mail and documents with adaptive case management.
It makes sense that IT first tackled the less complicated doubt of profit shortcut actions that occur in the same means over and over and. Business process management and collateral products have ably automated oversight of those predictable tasks. Now, technology has strange enough to handle the significantly more heterogeneous matter of operation tracking many-sided work. Adaptive case management makes it possible to watchdog ad - hoc processes from start to finish in a manner that eliminates risk and increases visibility. Apt the importance of these tasks to organizations in virtually every industry, the cost of not managing them is too great to consider.