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BPM Maturity is Needed for Digital Business Success

The importance of a process orientation in driving digital business success has been recognized for some time. In the early days of digital – it was already recognized that leading companies succeed with digital by re-envisioning customer experience, operational processes and business models.

Gartner has also stressed the importance of BPM in digital transformation success and predicted that a deficit of BPM maturity may actually  prevent 80 percent of organizations from achieving the desired business outcomes from their digitalbusiness strategies.[i]

The main options for deploying digital are:

a)     Find a digital tool and deploy it 

"How can I get the information I need from this ocean of models? "- questioned the VP of Operations after going through the process repository built for his group. The repository had hundreds of models of different types.  They were built over months of effort from Subject Matter Experts and Process / Business Architecture practitioners. He wanted to find out

What percentage of activities are automated and manual?

Which teams use a specific application?

How many teams are involved to execute a value stream?

How many people refer to models in the repository to perform their daily duties?

At what rate are different teams building these models? Etc

The information for which the VP of Operations was asking buried was in the repository - many times in multiple models. To answer each of question, the analyst may need to spend a couple of hours to go through multiple models, generate reports, analyze and then consolidate information.

Documenting a process generally results in at least a 25% gain in productivity – and often even greater gains. Translating work effort into discrete steps reduces confusion, drives consistency of execution, accelerates training, and usually uncovers efficiency opportunities along the way. But it comes with a risk – the risk of improving a segment of an organization to the detriment of other areas. We call this a localized improvement.  

As with any large infrastructure project, the costs and risks involved in a major innovation program are significant, and how it is led and managed will directly determine its long-term success and sustainability. The secrets of successful digital transformation are usually tightly held by the organizations that achieved them; this new title unlocks the "how" of transformation through digital innovation.

Created from first-hand experiences in leading major innovation programs, supplemented by in-depth interviews with key industry players, each chapter is heavily evidenced with insider insights from the leaders and teams responsible for digital transformations around the world, including: IKEA, the UK Government, Royal Caribbean Cruises, Starbucks, KPMG, Direct Line, and the British Medical Association. Other companies interviewed include Hilton Hotels, Walgreens, Bank of Montreal, and Experian.