Challenges:

  • Implemented SAP, division now focused on delivering results from their investment.
  • Process Management team was primarily engaged in requirements gathering and system rollout .
  • Achieved original implementation objectives, now needed to deliver real business results.
  • Required reevaluation of the role and structure of the BPM team.

Step-1

Conducted interviews with shareholders to identify and align value drivers.

Step-2

Reviewed detailed process repository and defined simple “company on a page” view of processes.

Step-3

Worked with Process Architects to establish process impact assessment and prioritized list of business interventions.

Step-4

Combined business initiatives and BPM development initiatives to create an agreed Process Agenda.

Outcomes:

  • Alignment on value to be delivered and business priorities across stakeholders.
  • Moved BPM team from being reactive to proactively focusing on benefits realization.
  • Defined simple language for communicating process.
  • Established robust process management governance between business leaders and shareholders.