Human Processes: Change Aims
How can your organization avoid the Pareto principle that says that 20% of "exceptional cases" account for 80% of the costs? Keith Harrison-Broninski proposes that Human Interaction Management techniques for process management allow organizations to eliminate much of the 28% of knowledge worker time currently lost to poor control of human interactions. Read his Column for the details.
Keith Harrison-Broninski
Keith Harrison-Broninski FRSA is an author, speaker, and technology/business consultant specialising in collaboration across organisational boundaries as well as social technology for wellness, community, and finance. Keith's first book was "Human Interactions" (2005):
"Set to produce the first fundamental advances in personal productivity since the arrival of the spreadsheet" (Information Age);
"The breakthrough that changes the rules of business" (Peter Fingar, author of "Business Process Management: The Third Wave");
"The overarching framework for 21st century business technology" (BP Trends);
"The next logical step in process-based technology" (Chair of the Workflow Management Coalition). Keith went on to develop these principles for cross-boundary collaboration in further books and research and lead award-winning social enterprises for healthcare innovation, wellness, and community finance. Keith's latest book "Supercommunities" brings together insights from recent academic research with original ideas about wellness, collaboration, and finance to explain how communities everywhere can become antifragile through social trading.
Latest posts by Keith Harrison-Broninski (see all)
- Human Processes: Architecting processes - March 7, 2022
- Human Processes: Technical Debt Doesn’t Matter - November 1, 2021
- Human Processes: Paying Down Your Digital Debt - May 3, 2021
- Human Processes: Me, We - March 1, 2021
- Human Processes: There’s No Such Thing as Good Tech - January 4, 2021
