Companies that make full use of the potential of digitalisation can raise their efficiency and optimise their processes. So far so good. But where does the digitalisation potential in the company actually lie? When we work with mid sized companies on their digital transformation, analysing the processes is the first step. That usually gives us specific process patterns: are there processes with a media break? In other words, is an automated process interrupted because manual intervention is needed? Are there particularly complicated processes that require a lot of attention along the way, or that have not yet been digitalised precisely because of their complexity? Are there processes in the company with a particularly long processing time? Are there processes in which errors occur frequently and which therefore repeatedly need intervention? Or are there processes that cause high process costs?
The process analysis looks at the whole company. When examining processes, workflows and individual steps, it is important to involve employees and all stakeholders from the outset. That way the necessary information about the objectives of the analysis is addressed early. Even more important, though, is hearing the assessment of the people who work with the processes every day. They know the weak points best from their own perspective.
Further digitalisation potential lies in the information supply to management and decision makers: every workplace should be set up so that the necessary information is available clearly, without having to open several programmes, apps or data sources. If a managing director needs certain information from different sources every day, for example, requirements for the information processes follow from that.
Raising efficiency and avoiding bottlenecks
Structured methods are applied in the process analysis, such as SIPOC analysis. It is a useful tool for improving processes. SIPOC stands for supplier, input, process, output and customer. With the SIPOC method the company gains a holistic overview of a process. It visualises the end to end view of a process and shows the dependencies between the various parts and process steps.
The analysis looks at how much cost the process causes per unit of time, how often it is carried out, how much working time flows into it on average and how many employees are involved.
To make full use of the digitalisation potential in the company, THE MAK'ED TEAM applies a comprehensive digitalisation strategy. The process analysis, which sounds laborious, forms the basis for the digitalisation roadmap. The digitalisation process can then be planned in time, given priorities and linked to defined result targets.
The company benefits from a clear digitalisation strategy. Decisions can be taken on a data basis, processes optimised, customer experiences improved and innovation encouraged. Companies that develop their digitalisation potential and implement it successfully with change management can position themselves strongly in an increasingly digital business world and secure and strengthen their competitive situation.
THE MAK'ED TEAM makes sure that mid sized clients receive suitable and pragmatic solutions in their digital transformation, so that the full digitalisation potential in the company can be tapped.
You can find more about digitalisation here.
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