It’s an interesting topic and close to my heart. Not because I am writing it, but because I have seen and experienced it first-hand. By writing this blog, even if one person benefits from it, I would feel that objective of this blog has been achieved 🙂
In our experience, the key to BPM success at any organization is to build trust on BPM team as a solution provider unit, which used BPM as a tool. When this happens, tool becomes secondary and team members become key to delivery.
In this blog, I would like to share our approach on how we go about filling the gaps and take an example to explain the approach.
First of all, it’s important to understand what process gaps are and where do they exist. In most of the organizations, core processes are run on ERP. Whatever core processes are not addressed by ERP are covered by specialized solutions. While many of the processes are addressed in the way mentioned above, there still exists gap between what they address and what people working in organization need. Most of these gaps are addressed by MS office tools e.g. Word, Excel, outlook etc. 🙂 and which is also an indication of where the problems might exist.
In one particular scenario, Purchase Order (PO) management was done through ERP, however, amendment to a PO was managed through emails and excel templates.
As a next step, let’s see why it’s important to address the process gaps. It’s these process gaps where maximum leakage of efficiency happens. Applications like ERP make organizations survive and are hygiene parameters, but the differential benefit is lost in these process gaps.
In the above scenario, to address the process gap of amending PO, a team of 60 people were required. Just imagine the inefficiency the team tried to handle in and the huge cost this inefficiency has.
As a final step, we need to identify how to find the gap and propose filling it. Some common symptoms to identify the gaps are – when people are busy following up on mails, When excel and word become important before people can work on any of the core applications, When people refer to excels and religiously maintain templates.
In the above scenario, the sample follow-up mails were about 40 pages long for one particular case.
Finally, when you are done identifying the problem, what do you do? The simple and most obvious approach would be to propose a quick fix application to build an application on BPM to address the visible gap. The not-so-conventional approach, which we take is, to act as partner and work with client to understand the real business pain point. The partner approach may or may not result in immediate dividends but will increase trust and generate better value for client.
In the above scenario, based on our partner approach, the business problem was resolved by having an unstructured process based solution and a structured process oriented solution. The business value delivered was in excess of 2 Mn EUR and the team to handle PO amendments was reduced by 60%.
As a summary, filling the gap model can generate significant business value for the clients and when combined with the partnership approach to problem solving, can create a significant differentiation between you and any other implementation team.
I will speak about the “Partner Value Delivery Model” with specific examples and how we executed it in next blogs, but do let me know your feedback on this one.