Data and systems are becoming more and more linked, transport of data is becoming faster and more comprehensive: a growing number of digital tools and technologies are being implemented, offering new products and services with the aim of increasing sales. Those who don’t want to be left behind in the race should react to changes quickly and make use of digital aids.
A timely reaction to change is necessary in many sectors, for example, in the publishing sector where printing has lost a significant amount of profitability due to digitalization. Media houses need to come up with new revenue models to remain strong within their markets.
Clearly defining your goals helps you to align your approach in a profitable way, which goes hand in hand with business processes. Design your processes in a target driven way and don’t focus too much on details while modeling. Ask yourself before making any change in a process what influence this will have on what you want to achieve. Do this also before documenting new processes. In this way, the connection between theory and daily operations is upheld and you can work towards realistic and useful future state processes.
If employees haven’t been adequately informed, delays and complications may arise. Make your aims transparent through processes, and make use of the functions of Web 2.0: the idea of social BPM is based on sharing and collaboratively editing business processes. If you discuss aims in a process based way, and work together towards improving current state processes, your plans can be realized more quickly. Employees have the opportunity to become actively involved and influence their company’s everyday operations.
Under the umbrella of continuous improvement, processes must be made agile. Changes must therefore be applied quickly. Most importantly, the aim is to ensure that business users are capable of updating and carrying out processes independently, because no one knows more about the details of the processes than the people actually carrying out the process .
The cornerstone for a successful transformation are your processes, which should be living documents. The implementation of innovative ideas requires experimenting with real situations: simulate and compare processes, so that you can continually improve and adapt them to new circumstances. Processes should never end up as dusty unused documents.
They should be practiced and lived out, as this is the only way you can measure your success.