In the current “business imagination”, process modeling is almost invariably associated with process automation, or even robotization. This is a real and laudable objective which should not eclipse the fact that process modeling is above all a preliminary stage in the transformation of organizations.
Process modeling makes it possible to map their modus operandi in order to define the most efficient processes for delivering a product or service. The triggers of Business Process Modeling (BPM) are therefore much more varied and complex than automation alone, and above all require regular monitoring of the models to adapt to the permanent variations of an organization’s ecosystem.
Operational excellence and digital transformation: the true fundamentals of BPM
Business Process Modeling, or more precisely the Business Process Modeling & Notation (BPMN) standard, is a method of modeling business processes in graphical form, capable in particular of specifying value chains. But not only: in true “radiography of the organization”, process modeling makes it possible to identify the strong points, the weak points, the critical or subsidiary processes in the business model, as well as those which are potential candidates for automation.
While this exercise is often linked to an automation project, other motivations can lead organizations down the BPM path. Among which, of course, is the digitization of business processes – as illustrated recently, due to the pandemic, by the generalization of online marketing to the detriment of physical points of sale. But to digitize a process, it is useful to model it to obtain a graphical representation that facilitates its understanding and the analysis of its performance. Added to this is the identification of process sequences that can be improved with the aim of operational excellence and optimization. These two objectives alone would represent nearly 60% of cases of implementation of a BPM project.
Depending on the size of the organizations, their catchment area, their sector of activity or even the competitive environment, Business Process Modeling can also find its motivations in the standardization of processes. It makes it possible to communicate and implement within an organization an optimal process in terms of operational efficiency. A common practice among major fast food players who want to offer the same level of quality and service to their customers regardless of where they eat.
Compliance, risk management and resilience: natural levers of BPM
While compliance has long been only a secondary enabler of BPM, the trend has reversed with the globalized and interdependent economy which places more and more risks on companies. It has even become the primary motivation for 30% of companies. In particular in highly regulated sectors of activity, such as health or even banking-finance.
This is the case of neobanks which, after jostling traditional players, were forced by the regulator to model their processes to comply with the regulations in force. The purpose of this obligation is to prove to the control bodies that these organizations have mastered their processes and have implemented the necessary controls.
It is also in terms of resilience that BPM finds great interest for many organizations in an increasingly digital world, because it makes it possible to highlight the IT dependencies necessary for the proper execution of processes. Crucial step in the implementation of a business continuity strategy providing for the use of “degraded” processes in the event of proven problems, in order to continue operations at a minimum.
Similarly, process modeling helps to quickly identify operational interconnections within the organization as part of risk management. This method facilitates impact analyzes and the anticipation of domino effects on the company’s value chain due to the occurrence of endogenous or exogenous events: cyber attacks, pandemics and confinements, war, increase in the cost of energy, etc
Process modeling: an exercise in anticipation
Processes being a representation of how an organization operates, in reality they are not fixed, but constantly evolving. This implies regular monitoring of possible variances and deviations between the modeled version of the process (the reference) and its concrete application in the field in order to analyze the potential impacts on performance. In concrete terms, BPM is an iterative approach, the results of which must be regularly questioned, according to a rhythm specific to each company. This is the role of process pilots, guarantors of the efficiency and good quality of their processes.
Requiring intelligence and analysis, process modeling is also an exercise in anticipation, which should lead organizations not only to question the possibilities for improvement in order to gain in efficiency, competitiveness and quality, but also to anticipate the consequences of future regulations (compliance) or to prevent the occurrence of certain risks.
Faced with more and more crises and very strong technological, economic and social developments, the teams and tools dedicated to the modeling and documentation of processes constitute more than ever a real “life insurance” for organizations, essential their agility, safety, efficiency and, ultimately, their resilience.