Case Example: Division of Major Oil & Gas Company

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.

Conducted interviews with shareholders to identify and align value drivers.

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

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

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

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.

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