Organizations Believe in the Value of Digitalization…
Digitalization, conceptually, isn’t necessarily new within the organizations surveyed. Interestingly, 73.2% responded that digitalization is of strategic importance to their organization. Yet, only 56.5% of survey respondents answered that their organizations had a budget for digitalization initiatives.
… But Most Organizations are Not Prepared for Digitalization
Consistent with the findings of the Gartner Group, the first findings of the survey suggest that most organizations are not prepared to successfully leverage digitalization. Over 55% of respondents answered that identifying the right opportunities for performance improvements through digitalization remains a critical challenge. This is exacerbated by organizational cultural challenges including slow decision making processes and inertial resistance to change. Respondents indicated their belief that lack of preparedness is a major concern and that these issues directly impact their ability to realize the full potential of digitalization initiatives, resulting in lackluster success and mediocre outcomes.
Organizations’ Business Process Management Journey
In addition to investigating organizational interest in and prioritization of digitalization initiatives, the study sought to define and measure the relative maturity of responding organizations’ business process management discipline. This was accomplished by utilizing key questions that revealed the relative priority and attention that an organization’s business process management discipline received when strategic initiatives were under consideration. A high level BPM maturity assessment was included in the survey. Further, relative BPM maturity was perceivable via what value the respondents saw in digitalization initiatives and which benefits that they had realized to date. Through the survey responses, a relative maturity level of organizations’ BPM capabilities became clearer while the gap between anticipated and realized benefits provided a measurable means for assessing the business value of those capabilities.
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GeneralStrategy Execution in a Digital World: The Discipline of BPMProcess Modelling IntroductionValue-driven Repository ManagementRapid Process ImprovementAchieving Compliance with DMNBuilding an Organisation for Value-driven BPMPerformance & KPI ManagementTarget Value, Create Your Process AgendaImplementing a Successful Automation (RPA) PractiseValue-driven System ImplementationIntegrated Customer Journey PlanningSystem Design & Requirements GatheringProcess SimulationTargeted Innovation to Maximise PerformanceEnabling Process Standardisation & HarmonisationThe Process of Process ManagementValue-switch to DigitalisationControlling your Systems with Application ArchitectureLean Six Sigma in a BPM ContextProcess Mining: Delivering ImprovementProcess Mining Advanced Technical Training
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