Summary
Strategy-based direction and priorities of performance improvement, process management and related activities.
Organization Background
The new CEO of a leading biologics organization needed to align process improvement initiatives with the organization’s strategy. The organization grew rapidly and many of the processes are still executed manually, leading to inefficiencies and mistakes. They have started process management activities and have launched various initiatives, unfortunately these activities have not yet been executed at a desired speed.
Business Challenges and Opportunities
The organization needs to scale up new emerging product units, stabilize revenue and profits for existing product units to ensure financial health. Much of the work is still done manually as working processes have not been adjusted appropriately to fit the new business reality. There is increasing complexity throughout the overall business where functional silo thinking and working is still common.
The company used the BPM-D Application to identify which high impact processes to focus on and align initiatives with the related priorities. They evaluated existing projects regarding their impact on the strategy and identified which new initiatives to launch to achieve defined goals.
Solution
A value-driven approach was applied to design and implement BPM capabilities and processes that enabled the organization to use resources where they provide best value during improvement initiatives.
