Those organizations that have had success with digitalization initiatives typically demonstrate certain key business process management capabilities and at least a medium maturity level to their BPM practice (see figure 1). Namely, they have developed their internal BPM discipline sufficiently to address the typical stumbling blocks that prevent successful digitalization initiative in for organizations with less mature practices (e.g. slow decision making, inability to identify high impact targets). They will often have at least their repository and automation elements in place. Further, they utilize their existing assets and initiatives to recommend additional opportunities for further digitalization.
Figure 1: Business Process Management Maturity by Capability Area
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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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