In the wake of the coronavirus pandemic, process management and analytics have continued to gain in importance. Our recent study shows: in the chemical industry, 81 percent of companies confirm the importance of process management. Moreover, the proportion of companies that now consider the topic very important increased by 11 percent to just under one-third of companies compared to 2017.

Driven by the need to increase efficiency and digitally transform, process management and analytics are at the top of the C-level agenda. According to our study results and customer feedback, a process-oriented management culture is a prerequisite for exploiting the potential of digital transformation and intelligent business processes.

We help our customers establish and apply the appropriate structures, methods, and tools. Our process management and analytics team covers the entire spectrum of process-oriented management and process intelligence:

1. Process management and analytics strategy

  • BPM maturity analysis of organization, change and training requirements
  • Definition of a process management and analytics strategy, including strategic goals and KPIs
  • Organizational institutionalization of BPM (sponsors, stakeholders)
  • Specification of process roles and responsibilities
  • Establishment of a process governance and a process management and analytics incentive program

2. Operational process excellence

  • Design and review of the global process model (levels 1 and 2)
  • Process discovery based on process mining and leading practice process models
  • Validation (and implementation) of process optimizations, e.g., standardization, harmonization, and automation, including documentation based on BPMN2.0 (level 3 and 4)
  • Creation of global process training material, including system-specific work instructions (level 4)
  • Establishment of process management and analytics methods, techniques and conventions
  • Creation of process-specific monitoring and measurement approach, including dashboard reporting
  • Development and establishment of process culture and communities

3. Business-IT alignment

  • Process-oriented enterprise architecture management (EAM) strategy
  • Alignment of IT organization with the business’s process communities
  • Establishment of (IT) demand/project portfolio management structures
  • Identification/validation of IT synergies through consolidation of IT systems
  • Selection of BPM, process mining/process intelligence, IT PPM and other tools (e.g., workflow automation, robotics process automation, artificial intelligence) that support the work of the process community, their implementation and training

"Digital Transformation with Process Mining” with Heymen Jansen and Leonardo Gambini

Would you like more information?

If you want to get more information about this subject please get in touch with our experts who would be pleased to hear from you.

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