Value-Driven Process and Project Prioritization – Basis for Focused Digital Transformation and Business Continuity Planning
Process-based project prioritization ensures alignment between transformation and strategy. By identifying the strategic impact of processes and maturity of processes, you create a foundation for prioritizing transformation which impacts the most critical areas (high impact, low maturity) and therefore maximizes value delivered.
Value-Driven Robotic Process Automation
Digitalization has transformed the way organizations operate, with new tools available with increasing regularity. Robotic Process Automation (RPA) is one such enabler but many organizations struggle to realize its full potential. This paper describes Value-driven RPA as a part of a discipline of process-led digital transformation management, ensuring the realization of the full value of digital initiatives.
Digitalization for Agile Business Process Management: The BPM-D Application
Business Process Management (BPM) has become a key management discipline that translates strategy into people and technology-based execution. Effective BPM is implemented through the “Process of Process Management” (PoPM). This paper presents a successful approach for the digitalization of the PoPM to effective, agile BPM.
Innovation through BPM: Competing Successfully in a Digital World
In today’s constantly changing business environment new opportunities and challenges arise every day. To master these changes, systematic and well managed innovation has become a core focus area for high performing organizations. To ensure long-term survival, an enterprise must make innovation part of its day-to-day business.
The Value-Switch for Digitalization Initiatives: Business Process Management
Digitalization offers a means to maximize competitiveness but it is difficult to implement. The discipline of Business Process Management (BPM) has arisen as a potential answer to the challenge of digitalization. Through a comprehensive survey in partnership with Widener University and the Universidad de Chile, BPM-D assessed the correlation between an organization’s process management maturity and ability to create value through digitalization.
Process Standardization and Harmonization
The commercial environment is dynamic, now more than ever, but finding where to standardize your processes and doing that effectively is a critical business capability. Here we explore the 5 pillars for effective standardization and harmonization and, through considerations of these, you can ensure adoption of best practices, stakeholder engagement and operational improvement.
The Process of Process Management
The role of BPM at organizations is consistently evolving, becoming increasingly critical. As this matures, organizations realize the criticality of establishing a management discipline around BPM. Our “Process of Process Management” (PoPM) framework provides a pragmatic, wholistic approach for implementing a BPM-discipline.
Getting More Value out of Traditional Process Improvement
In today’s dynamic business environment, traditional process improvement techniques (Lean, Six Sigma, TQM, etc.) alone cannot account for the pace of digital change and often fail deliver results in a repeatable and sustainable fashion. A broader and overarching management discipline is required to direct, align, and govern process improvement initiatives to ensure long-term success. The paper describes an approach to such a value-driven segmentation, design, and implementation of businesses processes.
Targeting Value in a Digital World
Organizations compete through less than 20% of their business processes, with over 80% of the processes being more routine (commodity) processes. Innovation and optimization should be focused on the strategic areas, whereas it is sufficient to achieve industry average performance in the routine areas. This paper describes an approach to such a value-driven segmentation, transferring strategy into execution in the digital world.
Chief Process Officer – The Value Scout
An increasing number of organizations are establishing a Business Process Management Discipline (BPM-Discipline) in order to move their strategy into execution at pace with certainty. This new capability is led through an emerging top management role, the Chief Process Officer (CPO). The CPO manages the process management capability in a way that creates value by executing the business strategy across organizational boundaries, like departments or divisions, becoming the “value scout” of the organization.
- Risk and Controls Management Setup at a Sports Technology Company May 14, 2021
- Efficient Repository Tool Selection for International Broadcasting Organisation May 12, 2021
- Strategy Execution at Shipping Services Corporation May 4, 2021
- Task Mining for Process Improvement at Professional Services Organisation April 22, 2021
- ERP Procurement Implementation at a Global Shipping Company April 19, 2021
- Process Model Conversion at Technology Organisation April 14, 2021
- Efficiency Improvement through RPA at a Transport Infrastructure Developer April 14, 2021