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