Transformation Capabilities

More than 60% of respondents report using simple tools to model their process state – a good base to build on, as outlined in the analysis of the previous survey question. For these businesses, a more sophisticated and technology-driven approach to process management will form the core of any future transformation initiative, allowing them to visualize processes in a standardized, repeatable, and easily understood way.

Twenty-two percent of respondents note that their organization can identify the way processes work but cannot adapt them rapidly. When considering process optimization, finding the issues is only half the battle – reacting to the insights quickly and effectively is how organizations can unlock the business value. So what may be preventing this group of survey respondents from doing so? There is a range of possible reasons: general resistance to change within the organization, a lack of clear direction from decision-makers, a misalignment between teams responsible for assessing changes and implementing them, the need to keep specific processes running even as they are changed or upgraded, or even fundamental issues such as software solutions that do not allow for quick and easy process changes.

In each of these examples, an integrated response offers a possible solution: a combination of software and change management principles. This combined approach helps all employees understand the need for changes, visualize the resulting benefits for the organization, and access the tools needed to implement the changes.

What capabilities do you have or miss?

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We just started and have simple tools to model across the business. 61.9%

We are able to analyze how processes are implemented and executed and are not able to change/implement processes fast. 22.0%

We are not able to analyze how processes are implemented and executed and are not able to change/implement processes fast. 16.1%