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.


    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.

    Define Overall Operating Model

    Design the operating model to provide a top down holistic view of the whole organization including each of its functions.

    Targeting Value

    Create a value-driver tree to align business priorities and goals. Key input to enable identification of high impact areas crucial for overall strategy execution.

    Process Impact Assessment

    Identify high impact low maturity process using a value-driver tree and a pragmatic prioritization approach.

    Detailed Process Assessment

    The analysis included cross-functional processes from high impact areas as identified in “Targeting Value”. The assessment shows specific improvement potentials, additionally where to simplify and automate processes.

    Establish Accelerators for BPM

    Identify methods and tools that streamline the execution and performance journey, leveraging the existing process management and business model architecture information.

    Define Roadmap

    Define future improvement opportunities in work packages. Define outcomes, value towards the overlaying goals, and a rough cost-benefit estimation.


    • Strategy-based priorities of performance improvement and related activities.
    • New CEO can start with clear and actionable plan for executing on his strategy.
    • Transparency over high impact and commodity processes to adjust focus when necessary.
    • Set up of the defined process management discipline, roll-out started in operations to support scalability and change management.
    • Identification of improvement opportunities created basis for value-driven automation, simplification and improvement projects.
    • Systematic knowledge transfer while applying specific tools.
    • Possible performance improvement projects are defined and ready to be executed to enable significant impact already by the end of the year.

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