How do you ensure process mapping is agile and adaptable to changing digital needs and opportunities?

Every initiative needs defined goals and scope. You need a way to measure your results. Process mapping is a support tool; it won't make you digital or improve efficiency by itself. However, it provides a clear picture of who is involved in a process, what tools are used, and where inefficiencies occur. When you know which part of the organization you want to transform, you can focus your process mapping accordingly. Your approach might differ if you're covering a single warehouse process versus transforming the entire organization. Ideally, your process maps should be flexible enough to cover any requirement. If you have a process organization, go for it. If you're starting out, a pragmatic approach that expands over time may be best.

I typically start with a clear and focused definition of goals and scope. Align goals with business objectives, utilising KPIs/OKRs and focusing on high-impact processes. Utilise latest data for informed, adaptable, and dynamic goal setting. Involve stakeholders continuously to enrich scope definition with key/diverse insights. When defining goals and scope, this approach can ensures process maps are agile, relevant, and attuned to both current needs and emerging opportunities.

Der erste Schritt zur agilen Prozessabbildung ist das klare Definieren der Ziele und des Umfangs. überlegen Sie: - Was wollen Sie erreichen? Definieren Sie klare, messbare Ziele, die mit den strategischen Zielen Ihrer Organisation übereinstimmen. - Welche Prozesse sollen abgebildet werden? Bestimmen Sie den Umfang Ihrer Prozessabbildung und identifizieren Sie die Kernprozesse, die verbessert werden sollen. Ein klarer Fokus hilft dabei, die Ressourcen effizient zu nutzen und sicherzustellen, dass alle Beteiligten die gleichen Ziele verfolgen.

Following are the best practices to ensure that process mapping is agile and adaptable to the evolving digital needs and opportunities. 1. Process maps should be simple & straightforward to facilitate easy updates & changes. 2. Regularly review & refine processes. 3. Utilize automation tools to monitor & update processes in real time. 4. Build feedback loops into the process mapping by engaging all the nessary stakeholders. 5. Use sprints to map, test, and refine processes & be prepared to pivot based on changing needs. 6. Encourage continuous learning and improvement within teams. 7. Use data analytics to monitor the effectiveness of existing processes and identify opportunities for optimization.

I suggest starting by mapping your End-to-End processes at a high level using BPMN, as it's the most common method. For detailed representations of sub-processes or individual steps, you can use other methods like UML for software or VSM for production. Map your processes step by step until you have a complete picture of how your business runs. Find one tool that can meet all your needs and serve as your central platform for process orchestration. It should be your hub for process documentation and optimization. Many modern process management tools offer features like AI modeling support, process simulation, and process automation.

Process mapping is the first step. Two methods that ensures that the process map is relevant and current in time of rapid change: 1) super alignment - the key is to align the process more and more to how your businesses, staff and customers work. This obsession is what put you on a path to continuously finding and capitalizing on opportunity gaps 2) timing - in era of rapid change, focus on timing is what will ultimately determine the most effective process. For example, in sales and marketing identifying trends and intent increases probably of sales

- **Complex Processes**: Use **BPMN** or **UML** for detailed diagrams. - **Simple Processes**: Choose **SIPOC** or **flowcharts** for quick sketches. Select tools that match your process complexity and transformation goals.

Die Auswahl der richtigen Tools und Methoden ist entscheidend für die erfolgreiche Prozessabbildung. Berücksichtigen Sie: - Tools: Nutzen Sie Softwarel?sungen wie BPMN (Business Process Model and Notation) Tools, Process Mining Tools oder Kollaborationsplattformen wie Miro oder Lucidchart. - Methoden: Wenden Sie agile Methoden wie Scrum oder Kanban an, um flexibel auf Ver?nderungen reagieren zu k?nnen. Die richtigen Werkzeuge und Methoden erleichtern die Zusammenarbeit und erm?glichen es, Prozesse schnell und effizient zu modellieren und anzupassen.

In my consulting practice, developing user personas has been a transformative approach to involving stakeholders in process mapping. This method allows us to capture diverse user needs and preferences, creating more personalized and agile processes. For example, for a digital transformation engagement, we crafted detailed personas representing various customer segments. These personas guided our process design, ensuring we addressed specific user behaviors and requirements. This not only improved the customer experience but also enhanced the system's adaptability to changing needs, as we could quickly modify processes for different personas as their expectations evolved.

This is a great point. Although you might have a team dedicated to leading the business through a digital transformation they can’t do it in isolation or it will fail. The end users must be involved in all aspects. I’d argue that the business excellence team could help facilitate the initial process maps and then they should be owned and maintained by the users.

Continuous drive to UNDERSTAND your key stakeholders - using segmentations and personas - to now a segmentation of one using digital twins And looking to super align the process map is the difference between the elite teams and the good teams Processes involve many stakeholders Focus on continuously involving and aligning with them

- **Gather Insights**: Use interviews and surveys. - **Host Workshops**: Collaborate in group sessions. - **Spot Issues**: Identify problems with stakeholder help. - **Co-create Solutions**: Design with user input.

No one knows the process better than the people who live it day to day. Talk to different stakeholders to get varied perspectives. The process owner or manager can tell you how the process should run, the business user how it is running, and the IT department how it can be traced in different systems. By bringing these perspectives together, you can fully understand the current process. Everyone might have different opinions on what a good process should look like. Your task is to align everyone to find the best solution. Involving everyone from the beginning makes it their journey and prepares them for the change ahead.

There are different approaches to validating your process maps, depending on whether you're mapping the initial as-is processes or developing new, optimized ones. The best way to validate your as-is process maps is to review them with business users. This not only involves them but also helps them realize the complexity of their processes and their interconnections with other departments. They might spot additional details to add once they see the first draft. Alternatively, you can create the first draft in a collaborative workshop to speed up the process. For new processes, if you can run tests and simulations, this is ideal before implementing changes. Afterward, ask for feedback from users to continuously evolve your process maps.

- **Validate**: Check maps against data and standards, and get stakeholder feedback. - **Test**: Use simulations or pilots and measure with metrics.

Es ist wichtig, die erstellten Prozesslandkarten zu validieren und zu testen. Schritte zur Validierung und zum Testen k?nnen sein: - Simulationen: Nutzen Sie Simulationstools, um die Prozessabl?ufe zu testen und potenzielle Engp?sse zu identifizieren. - Pilotprojekte: Führen Sie Pilotprojekte durch, um die Prozesse in einem kleinen Umfang zu testen, bevor sie vollst?ndig implementiert werden. - Feedback: Sammeln Sie Feedback von den Nutzern und Stakeholdern, um sicherzustellen, dass die Prozesse in der Praxis funktionieren. Durch gründliche Tests und Validierungen k?nnen Sie sicherstellen, dass Ihre Prozesse robust und effektiv sind.

Lean, six sigma or kaizen are great initial tools. But the top companies and organizations will use continuous leaning approach using AI + Knowledge platforms with digital twins The future winning organizations and ecosystems will be ones that continuously learn, adapt and optimize their capabilities (process, knowledge and tools) Using AI + Knowledge and digital twins

En un entorno donde la tecnología y el mercado evolucionan rápidamente, es imperativo que las organizaciones adapten sus mapas de proceso, procesos específicos y procedimientos de forma ágil. ?? La evolución tecnológica debe ir de la mano con la forma en que atendemos el mercado, asegurando que las actualizaciones no solo sean rápidas, sino también estratégicas y alineadas con las demandas actuales. ?? La adaptabilidad es el factor clave para mantenerse competitivos en esta era de cambio constante. ?? #TransformaciónDigital #Innovación #Agilidad #Procesos #Evolución #Adaptabilidad #Tecnología #Competitividad

Your process management solution should serve as the central hub for process orchestration and optimization initiatives. Modern tools offer far more than just drawing process maps. You can discover bottlenecks, analyze potential risks, and develop solutions. Simulate different scenarios to find the best target process, automate workflows, track improvement initiatives, and measure enhanced performance over time. By linking all related processes together, you create a digital representation of how your business operates - a Digital Twin of your Organization (DTO). This DTO provides the transparency and clarity needed to uncover the biggest improvement potentials.

- **Update**: Incorporate changes and feedback reflecting new developments or requirements. - **Optimize**: Apply lean, six sigma, or kaizen to improve efficiency and effectiveness.

Prozessabbildung ist kein einmaliger Vorgang, sondern ein kontinuierlicher Prozess. Stellen Sie sicher, dass Ihre Prozesslandkarten regelm??ig aktualisiert und optimiert werden: - Regelm??ige überprüfungen: Führen Sie regelm??ige überprüfungen der Prozesse durch, um sicherzustellen, dass sie noch den aktuellen Anforderungen entsprechen. - Kontinuierliche Verbesserung: Nutzen Sie Methoden wie Kaizen oder die PDCA (Plan-Do-Check-Act)-Zyklus, um eine kontinuierliche Verbesserung zu f?rdern. - Technologische Entwicklungen: Halten Sie sich über neue technologische Entwicklungen auf dem Laufenden und integrieren Sie diese, wenn sie relevant sind.

It's often said that visualizing something provides clarity and fosters creativity, and that’s exactly what your process maps should do. By highlighting current issues and inefficiencies, you’ll engage the creative process of finding solutions. Enhance your maps with metrics that quantify the cost of these inefficiencies in lost time or money. This data not only supports proposed improvement initiatives but also helps measure the performance gains they bring. The clearer you can define the problem, back it up with data, and propose a viable solution, the more successful your digital transformation efforts will be. Process maps are a vital tool in this journey.

Best digital transformations are iterative and not one and done This requires that the process maps are used to align the tech to the business processes and ultimately to the strategic vision of how organization This requires constantly learning and iterating on how to better enable the end users (staff, partners and customers) on using these capabilities to create a strategic advantage for the organization.

Prozesslandkarten sollten nicht nur dokumentiert, sondern auch aktiv genutzt werden: Leitfaden: Nutzen Sie die Prozesslandkarten als Referenz und Leitfaden für die t?gliche Arbeit und für Schulungszwecke. Katalysator: Verwenden Sie die Prozesslandkarten, um Ver?nderungen und Innovationen voranzutreiben und die Zusammenarbeit zu f?rdern.

Process mapping in digital transformation is like a sailor navigating changing waters. You need updated data to chart the optimal course. Adjust scope like tweaking sails to harness new winds. Input from experts offers insights to navigate effectively. With continuous adjustments guided by latest inputs and stakeholder feedback, process maps remain agile and adapt to evolving digital needs.

Acho que a quest?o está sendo colocada de uma forma que pressup?e que o mapeamento de processos seja realizado após a transforma??o. Na realidade, o início da transforma??o digital deveria ser o desenho, redesenho ou até elimina??o de processos vis-à-vis as possibilidades que as tecnologias digitais abrem, principalmente para elimina??o de intermediários e captura de dados próxima às fontes primarias. Usar o mindset digital nessa análise preliminar, é pensar como gerar determinado valor com uso de tecnologia e n?o apenas adaptar processos existentes. Talvez aquele fluxo de valor possa ser completamente repensado. Nessa abordagem, o desenho de processos n?o é produto posterior e sim insumo necessário para essa transforma??o digital.