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Chasing Transformation: A Journey Towards Process Intelligence Adoption

Chasing Transformation: A Journey Towards Process Intelligence Adoption

Any large-scale complex change program is disruptive, costly, and time-consuming. transformation is unpleasant, but it is a necessary evil for companies to tackle. The analysts collectively report 70% of digital transformations are falling short of their objectives with McKinsey noting just 14% of companies have achieved material and sustained improvements.

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But because data-driven organizations win by delivering faster growth, higher revenue, and lower costs, companies will continue to chase transformation success. They continue to plow nearly $1 trillion annually into transformation programs, and BCG reports more than 80% of companies are planning to accelerate their programs.

The biggest obstacle to complex, large-scale change is the lack of detailed knowledge on the current state operations. Gartner reported only 1% of businesses actually have their processes sufficiently under control to realize the full potential of their digital solutions. Process intelligence provides context and meaning behind all your organization’s operational data.

Process intelligence delivers improved insight on current state activities.

This reduces false starts, accelerates project start-up, and decreases rework, speeding time to targeted future state. It works across key business initiatives, including automated workflow, optimized processes, improved experience or enhanced compliance.

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As with most technologies, to achieve full value from process intelligence, companies need to methodically implement and grow their application of the tools. We’ve developed a process intelligence maturity model to help companies measure and monitor their journey.

Stages of Process Intelligence Maturity

The path that companies follow in their process intelligence (PI) journey can be broken down into 5 stages.

1. Unaware – There are no meaningful process intelligence activities happening in the organization. This is the “no” stage – no management interest, no use cases, no tools, no budget, and so on. It represents approximately 25% of large companies.

2. Emergent – The foundational building blocks for a PI program are starting to take shape through ideation and proof of value. There is business unit interest in the technology and initial use cases have been identified. This stage currently represents approximately 45% of large companies.

3. Systematic – With pilot programs completed, the operational and technology standards to support PI have been established. This suggests initial governance procedures have been implemented, a standard toolset is available, and there is a cooperation between business and IT. Roughly 15% of large companies are in this stage.

4. Enterprise – Scaled delivery for process intelligence across the enterprise with executive-level support is established at this stage. A steering committee for PI is functioning as part of a dedicated center of excellence. The technology is recognized as the organization’s system of record for work. Approximately 5% of large companies are in this phase.

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5. Transformation – At the pinnacle of utilization, insights from process intelligence are a key driver for every major business initiative. The data serves as the organization’s single source of truth for work and how the company operates. Best-in-class outcomes are delivered across key business initiatives, and advanced digital twin capabilities model the full enterprise value chain. This represents less than 1% of enterprises today.

Dimensions of Maturity Model

To provide a consistent measure of maturity, the model assesses the current state of the process intelligence adoption across 5 dimensions.

  • Vision – To assess the organization’s readiness for Process Intelligence adoption for a process, risk, and  security perspective
  • People – To analyze the talent management strategy for the organizational change caused by PI adoption
  • Technology – To assess the extent to which various components of Process Intelligence technologies are being deployed
  • Governance – To assess the governance models for Process Intelligence and the extent of collaboration among the implementation groups
  • Experience – To assess the scale and scope of PI adoption along with the pace at which it has been adopted – in terms of software deployed and time take to scale up from pilots

Readiness Assessment

We’ve developed a 55-question assessment to position companies on the process intelligence maturity model. It is intended to be taken by a small cross-section of stakeholders in the organization. This helps eliminate bias and allows you to explore the variance of opinions within the organizations. The scorecard also reports a foundational penalty for tackling more advanced concepts before fully implementing the core requirements for process intelligence.

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