The impact of a business process depends on the strategy of an organisation. In order to identify high impact processes, we need to operationalise the strategy. This can be done through a value-driver tree, breaking down the strategic direction into goals and those are linked to value-drivers. Value-drivers describe what an organisation has to get right to deliver on its strategy. Experience in has shown that 8-10 value-drivers can describe what it takes to make a strategy happen (Franz, Kirchmer, 2012). Figure 5 shows an example of such a valuedriver tree, captured in an appropriate tool, here the BPM-D Application (Kirchmer, Franz, Gusain, 2018).
The value-drivers can then be linked to different processes of an organisation by defining the impact of each process on each value-driver. The weighted total impact of a process is basis for the identification of the high impact processes of an organisation. For those high impact processes, the maturity level is identified by comparing its performance to an industry average or other benchmarks. Result of this process segmentation is the identification of high impact low maturity processes (Franz, Kirchmer, 2017). An example of such a process impact assessment matrix is shown in figure 6, again using the BPM-D Application. High impacts are denoted using a colour code (red being the highest), and the process maturity is denoted by the blue line beneath, the capability gap is the grey line extending from the blue. A red process with a large grey line is a typical candidate for process improvement initiatives, in this example 6.2 Ensure Compliance seems to be the most likely candidate for improvement, though the potential for automation is not a given and must be analysed.
Figure 5: Value-driver Tree in the BPM-D Application
Figure 6: Process Impact Assessment Matrix in the BPM-D Application
At least in a first phase, only high impact low maturity processes are examined to verify where RPA fits to improve the maturity level and with that the performance of the process in regard to the strategy. The focus on this process segment enables RPA initiatives to deliver best value. If RPA is not the right improvement solution, alternatives are identified.
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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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