Traditionally, transformation was an initiative or a project taken up by the CXO organization, led by a group of Quality or Six Sigma consultants. If you were also looking at outsourcing some of your processes, your BPO service provider brought in transformation somewhere along the Lift-shift-transform, Transform-lift-shift, or Lift-transform-shift lifecycle.
When you got down to the brass tacks, it involved a one-time process shadowing, or deep dive discussions, and lengthy interviews with subject matter experts (SME). Often, this was subjective, partial, and with increase in scale and complexity, drawn out and costly.
But we still pressed on, brought in the organizational changes, the process improvements and technology – hoping for business benefits, which were not easily monitored or reported.
Gartner says, “Many BPO companies lose money, time and customer confidence on disappointing slow starts to BPO contracted engagements because the clients do not have sufficient levels of detailed insight into the actual work being conducted.”
But “Process Transformation” has itself (thankfully) followed Ray Kurzweil’s “Law of Accelerating Returns”, according to which, the rate of change in a wide variety of technologies tends to increase exponentially. In the case of process transformation, the paradigm shift is brought in by a tech concoction of Knowledge Management tools, robotic process automation, and artificial intelligence.
In this article, we will focus on a relatively new entrant - process discovery or process mining technology.
Everest Group defines process mining as any software product or solution to examine and analyze process-related information that is captured in event logs generated by enterprise systems such as ERP, CRM, and SCM to discover processes and generate process maps.
How does process mining drive digital transformation?
Process mining brings in a data-driven, objective, enterprise wide view of the processes in real time. In the hands of a transformation consultant, the tool provides endless possibilities to collect, discover, improve and monitor processes. The process view is no longer a snapshot, but a see-as-it-happens view and this allows the consultant to understand how to make discrete parts of the business more efficient, and how to calibrate the individual components to optimize the whole for specific outcomes.
Figure 1 shows how we have been adopting process mining at different stages on the BPO project lifecycle to accelerate transformation outcomes:
- BPO Solutioning / Consulting
- Smart / Remote Transitions
- Driving Operational Excellence
- Automation Assessments
Accelerate transformation outcomes