Organizations that are starting their first foray into process automation, retiring an older technology or limited workflow currently in use, can sometimes be overwhelmed by the sheer flexibility and power presented by today’s Business Process Management suites.
These suites are specifically built to manage everything from simple to complex process flows, data transformation, user interaction, and generally change the way the firm operates for defined business processes. Ideally, complete and comprehensive process automation would provide codified, audited, and enforced business policies, ensure maximum efficiency and data integrity, and provide management visibility into every aspect of the process with defined reports and metrics.
Unfortunately, change is difficult for many people and jumping full force into an automated process can cause resistance and often, outright rejection. How do you get the benefits of automation and reduce the chances of resistance? Start Simple.
When I say “simple”, I don’t mean start with a low value process - business card request process, for example. While that may be useful, it usually isn’t a point of pain for the firm. “Simple” means the project should not attempt to implement every available feature set or capability available in the BPM suite; focus on the core requirements of the process, at least for the first phase.
A phased approach allows an organization to put in place incremental value and incremental changes to current process, allowing change management initiatives to be much more focused and ease the transition for end users. After all, the entire point of an automation initiative is to make processes more effective and efficient, and provide more time for higher value services. Once users are trained and comfortable with the Phase 1 initiative, you will find that there will be plenty of feedback and enhancements that can be incorporated into later phases, and those phases can be sized and prioritized based on evolving needs and requirements.
Furthermore, a simple phased approach can hold implementation costs down and can be incrementally planned and scheduled – instead of dominating a single budgetary period, as is typical. Attempting to tackle some of the more complex processes and incorporating everything on your wish list up front can generate outsized resistance to even start a project from Executive Management.
I have seen far too many firms purchase software, only to have it sit on the shelf wasting time and money because Management is wary about making such a large commitment of time, resources and dollars. The stories circulating of disastrous implementations seem to dominate discussions, and ultimately drown out the many success stories of phased implementations that continually evolve their current processes and expand into new processes automation initiatives.
Whether you are an “old hat” or just starting out with process automation, starting simple can be a very effective way to increase the chances for a successful project and pave the way for future enhancements or expansion. By reducing the initial cost, complexity, and scope of the initial project, firms can reduce the shock to their budgets, people, and nerves and get a successful first step into firm wide process automation. With success, process initiatives gain momentum and that brings transformation!
Process automation is one of the most compelling and rewarding investments an organization can make today and can bring real and lasting benefits to operations. Hyperion Global Partners specializes in working with firms on the path to process efficiency and realize the value of process automation, including new initiatives, re-implementation of existing processes, or exploring new technology paradigms.
