How long do you think digital innovation can really last?

Brings BPM (business, process, modeling) technology into the hands of managers and models processes for successful digitization

Discover BPM (business process modeling) to successfully digitize your organization while ensuring immediate adoption!

In recent years now we hear nothing but talk about digitization in business, a revolution that is sweeping the world of marketing and sales because of the countless amount of benefits it brings.

But is it really always like this?

Not really! digitization has a variety of difficulties that cause it to fail in 70 percent of cases.

Statistiche di fallimento dei progetti di digitalizzazione

๐ˆ๐ฅ ๐ฉ๐ข๐ฎฬ€ ๐ ๐ซ๐š๐ง๐๐ž ๐ฉ๐ซ๐จ๐›๐ฅ๐ž๐ฆ๐š ๐œ๐จ๐ง๐ฌ๐ข๐ฌ๐ญ๐ž ๐ง๐ž๐ฅ ๐ ๐ซ๐š๐ง ๐ง๐ฎ๐ฆ๐ž๐ซ๐จ ๐๐ข ๐ซ๐ž๐Ÿ๐ž๐ซ๐ž๐ง๐ญ๐ข ๐ž๐ฌ๐ญ๐ž๐ซ๐ง๐ข ๐ซ๐ข๐œ๐ก๐ข๐ž๐ฌ๐ญ๐ข ๐ข๐ง ๐ฎ๐ง ๐ฉ๐ซ๐จ๐ ๐ž๐ญ๐ญ๐จ, ๐๐ข๐Ÿ๐Ÿ๐ž๐ซ๐ž๐ง๐ญ๐ข ๐ฉ๐ฅ๐š๐ฒ๐ž๐ซ ๐œ๐ก๐ž after a series of countless activities ๐ซ๐ข๐ฌ๐œ๐ก๐ข๐š๐ง๐จ ๐๐ข ๐š๐›๐›๐š๐ง๐๐จ๐ง๐š๐ซ๐ž ๐ข๐ฅ ๐œ๐ฅ๐ข๐ž๐ง๐ญ๐ž ๐ฉ๐ซ๐จ๐ฉ๐ซ๐ข๐จ ๐ง๐ž๐ฅ๐ฅ๐š ๐Ÿ๐š๐ฌ๐ž ๐ฉ๐ข๐ฎฬ€ ๐๐ž๐ฅ๐ข๐œ๐š๐ญ๐š ๐๐ข ๐ฏ๐š๐ฅ๐ข๐๐š๐ณ๐ข๐จ๐ง๐ž ๐๐ž๐ข ๐ฉ๐ซ๐จ๐œ๐ž๐ฌ๐ฌ๐ข, that is, when these need to be verified and optimized in an “Agile” path of continuous improvement.

Digitization should be understood as an Agile continuous improvement path of business processes, without a real possibility of modeling over time there is no possibility of improvement.

This is where the new digital platforms for employee experience come in with process modeling, a mode of project development that is now essential for managing successful digitization.

Thanks to next-generation platforms that feature theBPM (business process modeling) method ๐จ๐ ๐ ๐ข ๐žฬ€ ๐ฉ๐จ๐ฌ๐ฌ๐ข๐›๐ข๐ฅ๐ž ๐ ๐š๐ซ๐š๐ง๐ญ๐ข๐ซ๐ž ๐ši managers ๐ฎ๐ง ๐š๐ฅ๐ญ๐จ๐๐ข ๐ฅ๐ข๐ฏ๐ž๐ฅ๐ฅ๐จ๐๐ข ๐Ÿ๐ฅ๐ž๐ฌ๐ฌ๐ข๐›๐ข๐ฅ๐ข๐ญ๐šฬ€.

This results in greater business continuity, ensuring business continuity and immediate adoption even under special conditions (research and development, process review, POC, A/B testing…that is, when the organization is always running).

Thus, modeling becomes essential to enable an organization to create, adapt, and manage its processes on an ongoing basis, providing a clear and comprehensive picture of the workflows to the operator, easy input and output interfaces, and intuitively allowing people to be aligned, processes, data with legacy technology infrastructure.

Do you struggle with your “wooden” management and fear even worse surprises?

Therefore, the issue is to avoid as much as possible following design logic based on conditions and elements that are no longer current or infrastructural rigidities that will inevitably be detrimental to the effective adoption and quality of the employee journey.

This management-derived approach is inevitably caused by a habit and corporate culture of management acquired over time, which, however, if not updated, can prove extremely dangerous, limiting and with a high risk of generating old solutions, new projects that “incorporate” old inefficiencies right from the start.

Why incorporate old inefficiencies into digitization when digitization allows new processes to be designed?

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Barriers to digitization

Far from being a simple process, the process of digitization and innovation frequently faces several obstacles at the management and content levels. The first problem concerns the internal sphere of the organization. In fact, the company often already has acquired inefficiencies within itself that it has no way of realizing from within. This topic often pertains to an HR sphere and involves aspects of culture, mindset, processes, and people.

One of the main problems certainly concerns the fact that the interconnected skills of at least three professionals are required:

  • The advanced Advisor: deals with stimulating and promoting the production system’s demand for innovation, strengthening the level of awareness with respect to the benefits of digitalization.
  • The System Integrator: the advisor is then succeeded by the integrator, the one who is responsible for knowledge of the client’s infrastructure. His task is to support the company in achieving the most appropriate digital transformation strategy to promote business effectiveness compatible with the existing infrastructure.
  • The reseller/vendor, also known as value-added reseller (VAR), who has a software or platform with the most suitable vertical solution. This is typically a company that buys unbranded products or components, adds VAS (enhancements, software, etc.) and resells them in the market under its own brand.
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As can be seen, the process involves very heterogeneous skills and for this reason is likely to be highly dispersed. In fact, the stakeholders are many, external to the organization and often working with different methods and new groups from time to time, from project to project. With this approach it is very difficult to have an overview, and the risk of operational discontinuity between the same players and the customer can be very high.

The secret to successful digitization: BPM (business, process, modeling) process modeling in a continuous improvement-oriented vision

The answer to the obstacles inherent in the digitization process lie here: in the effective mastery and mastery by innovators of process modeling.

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For this to happen smoothly, therefore, there needs to be a sharing of the company’s vision, of the kind of innovation needed thus approaching the tool as a mere digital tool to be implemented, subsequent to a careful and thorough analysis.

Basically, the tool, the software, comes after understanding very well the direction to be taken, and this can only happen and when one has complete control of the analysis, testing, verification and subsequent reiteration phase of the applied solutions.

In essence, BPM (business process modeling) is only possible when there is already internal alignment within the company between people culture and processes

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So what is the BPM (business process modeling) method?

Direct modeling of business processes allows a visualization of those processes and all related data so that areas for innovation and/or improvement can be identified.

To do this, generally to date, we make use of solutions “plug and play,” is a higher-level “software layer” software that directly allow the manager to verify vertical solutions, through simple interfaces, processes in this way can be attributed to the various levels of the organization thus simultaneously creating service applications to support employees.

Typically, through graphs and diagrams, a visual representation of business elements and their interactions is offered through then a dashboard in control of the central organization. But there is a but,plug an play solutionsare by their nature very simple and solve one problem at a time.

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Now the challenge in organizations has reached a more advanced level, modeling all round processes aimed at business networks and their employees.

Hence the emergence of “employee platform experiences,” platforms dedicated to the day-to-day management of employees, most of which have precisely a BPM Business Process Modeling programming system.

Here the benefits of process modeling go far beyond the vertical solution; they are many and can have a totally different impact:

  • Digital transformation: modeling explores different models to identify the best digital transformation strategy;
  • Regulatory compliance: documents regulatory processes and unifies controls and audits to demonstrate compliance;
  • Process improvement: identifies gaps, inefficiencies and redundancies in business processes;
  • Performance measurement: track some KPIs (key performance indicators) on an ongoing basis for the organization of various departments and individual employees
  • Continuous improvement: allows the development of career paths, training within thematic and time windows based on the employee’s specific skills
  • Enterprise technology implementation: helps implementations of enterprise software applications, such as ERP systems.

In summary, a business process modeling and analysis platform is concerned with mapping the entire operation of the company, visualizing value streams, procedures, inefficiencies, hierarchies and interactions, all to the benefit of the employee journey and consequently adoption.

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All of this makes it possible to jump right into digitization bypassing a large part of the typical problems associated with innovation and the adoption of new technologies.

It is precisely because of the ease of use in fact that executives and managers can be involved right away in the co-design activities of processes and solutions to the benefit of a shared overview with the more operational side of execution, thus generating a bottom-up collaborative process among the different levels.

Want an in-depth look at the topic of digital transformation in terms of opportunities, resistance, and achievable results?

Read the definitive guide to digital transformation here. ๐Ÿ‘‡๐Ÿ‘‡๐Ÿ‘‡

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Business Process Modeling and Digitization

It seems clear that BPM Business Process Modeling can make a valuable contribution to business digitization by representing business processes in two perspectives:

-the current one, referred to as “as-is”

-that desired future one, called “to-be”

With a series of incremental or radical interventions, the desired situation can be achieved by working on the shortcomings inherent in the as-is situation. Useful tools in this regard are proprietary process modeling software (such as Pro2Work, IBPM and ADONIS) that implement organizational and modeling methodologies.


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In conclusion, we could say that modeling and digitization should go hand in hand, for three main reasons:

  • Modeling refers to managing procedures effectively, determining how to combine them efficiently. By automating even the most basic processes, there will be a conspicuous benefit to the company when the volumes of demands and process complexities are higher.
  • Initiating a digitization process implies team consensus and teamwork, since customer demands can often involve various professionals. In this sense, the cloud options offered by various BPM software are very useful in providing universal access to the information you need, from any device and from anywhere. Which, clearly, would be impossible with traditional business process management.
  • BPM helps identify the repetitive and predictable processes necessary for the operation of a business, thereby ensuring better integration between figures. For example, one may realize that some departments always require the same types of data and that an optimization from a digital perspective would be to retrieve them from an appropriate repository, perhaps by setting up automation and logical triggers.

In conclusion, successful digitization has realistic chances of lasting only if it is based from the beginning on process modeling in the full control of the company’s management in an Agile logic of continuous improvement.

Do you want to know more? ๐Ÿ‘‡๐Ÿ‘‡๐Ÿ‘‡

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