Overview:

The new CEO of a leading biologics organization needed to align process improvement initiatives with organisation’s strategy. The company used the BPM-D Application to identify high impact processes to focus on and align initiatives with the related priorities. They evaluated existing projects regarding their impact on the strategy and identified which new initiatives to launch to achieve defined goals. The evaluation is planned to be repeated twice a year to adjust and agile priorities when necessary​.

Challenges:

  • Needs to scale up new emerging product unit
  • Stabilize revenue and profit for product units
  • Ensure financial health
  • Difficulty of organization to adjust to rapid growth
  • Processes not adjusted appropriately to new business reality
  • Increasing complexity in overall business
  • Functional “Silo of thinking” and working
  • Much of the work e.g. in production is done manually with lots of paper forms, leading to inefficiencies

Solution:

Define overall Operating Model

Design the operating model to provide a top down holistic view of the whole organization including each of its functions.

Targeting Value

Create a Value-driver Tree to align business priorities and goals. Key input to enable identification of high impact areas crucial for overall strategy execution.

Process Impact Assessment

Identify high impact low maturity processes using a Value-driver tree and a pragmatic prioritization approach.

Detailed Processes Assessment

The analysis included cross-functional processes from high impact areas as identified in “Targeting Value”. The assessment shows specific improvement potentials, additionally where to simplify and automate processes.

Established Accelerators for BPM

Identify methods and tools that streamline the execution and performance journey, leveraging the existing process management and business model architecture information.

Defined Roadmap

Define future improvement opportunities in work packages. Define outcomes, value towards the overlaying goals, and a rough cost-benefit estimation. The different work packages were prioritized and put into a timeline to deliver a process journey roadmap.

Outcomes:

  • Strategy-based priorities of performance improvement and related activities
  • New CEO can start with clear and actionable plan for executing on his strategy
  • Transparency over high impact and commodity processes to adjust focus when necessary
  • Set up of the defined process management discipline, roll-out started in operations to support scalability and change management
  • Identification of improvement opportunities created basis for value-driven automation, simplification and improvement projects
  • Systematic knowledge transfer while applying specific tools