IDBS Blog | 13th August 2014
How well do you know your own operations?
Improving productivity and efficiency through business change and investments in software are high on the agenda. But without sufficient insight into the current, ‘as-is’ state of operations, delivering on promised change can be difficult.
The successful deployment or implementation of new software, or driving through other business transformation projects, requires clear insight into what’s happening at both an individual workflow and a macro-process level. Without this knowledge, change advocates can find it hard to build a business case and organizations can miss out on the full benefits of newly implemented software.
This lack of insight can stem from either not knowing the current state of play, or having a process map in place that doesn’t reflect the reality of your organization’s operations. Time and again, we’ve witnessed organizations struggling to align their vision and strategy with their day-to-day operations due to missing data preventing them from seeing the bigger picture and understanding existing processes.
Process mapping is the first step to overcoming this data deficit. By mapping out the ‘as is’ and desired, ‘to be’ processes, organizations can identify and quantify expected improvements as well as focus their resources and identify priorities. The results of process analysis can support the development of a robust and defensible business case and ROI and drive business transformation.
The data and insight delivered through process mapping acts as a catalyst for long-term business transformation and continued workflow optimization well after the original consultation is carried out. By producing a roadmap for change that’s understandable for all stakeholders, your organization can then truly align its operations with its strategic vision.
If you’d like to know more about the impact process mapping could have on your organization, join us for our webinar on September 4. Find out more and register here.