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.