Business process modeling
Business optimization starts with thinking. The top management must understand what systematic actions produce the present outcomes and what steps have to be improved to get better results.
We deal with businesses at different stages of business process management maturing. In most cases, some business processes are outlined but their descriptions lack precision.
In some companies, process management is not present, but the term “business processes” is applied to various operations, in a more or less appropriate manner.
There are three complications that hinder the BPM maturing:
- Business processes are hard to specify, i.e. to “see” the process and to define its limits (see Mike Rother’s book);
- Both process modeling and optimization require resources and thus have to be properly prioritized;
- A common vision of business processes among the team members involved is crucial but very hard to achieve and foster.
We often find that some processes are already described and even published to the intranet but no one works according to them, does not understand or accept them. There’s no need to make the entire team to understand all the processes: a marketer does not have to know how to develop annual financial reports. But you must eliminate any criminal discord regarding each process that various departments are involved in (which is normally the case), such as processing the bookkeeping documents from promotion contractors.
We tackle the three mentioned issues in the course of consultation and analytics.
Business process optimization
The outcomes of a business process depend on all its components and parameters, but first and foremost:
- Communications that connect them.
The way these and other parameters, such as responsibilities, time limits, workflows, logical operators, entry & exit points of the process are defined, - depends on the notation. We ocus on BPMN & Value Stream Mapping as the two necessary and sufficient approaches.
HD Trance key competence is to eliminate miscommunication that hinders the proper transfer of tasks, information, and materials between employees, departments, and external partners.
It is common that even a general improvement of communication enhanced by a series of communicative trainings considerably improves the business’ key performance indicators. The first thing that improves is operational efficiency.
But we go on and work with specific processes with the best optimization potential. This does not necessarily require new rules, workflows, software. It is often enough to improve connection between specific employees (or their roles) and departments (or project teams) and train them to follow the current routines and agreements.
If new rules, policies or automaton are required, we take care of this.
Business process automation
According to HD Trance principles, only a good working manual process can be automated, except for the processes whose nature is electronic, such as online store order processing.
A smoothly running process tested in the manual mode can be automated using the business’ own informational infrastructure or third-party applications.
Some customer service processes to be manually adjusted and then automated:
- A complex order formation based on a chain of steps;
- Customer feedback collection & processing;
- Trigger mailings that improve customer experience.
Some internal end-to-end processes to be manually adjusted and then automated:
- Bookkeeping document collection & processing;
- Custom order specification and execution;
- Customer engagement & sales funnels involving marketing, sales, and technical specialists.
BPM system implementation
We implement business process management systems ourselves and using our trusted partners. The platform selection depends on the functional requirements and the importance of the other features offered by the system.
We sustain that the implementation starts long before the platform is selected, customized and integrated. The BPM system implementation projects fail in 30 to 90% cases depending on what to consider a failure. The main reason for that is that the team is told of the new system when it is already installed and “ready for roll-out”. That means that the money have been invested in development and discard the functionality developed would mean to bury the budget.
HD Trance key competence is the personnel early preparation and engagement in changes. The employees become the co-authors of the development backlog, and by the time of implementation, the new system becomes the desired and long-expected response to the team’s request.
CRM system implementation
We implement client relationship management systems ourselves and using our trusted partners.
The platform selection depends on the functional requirements and the importance of the other features offered by the system.
We think that CRM system implementation does not mean just functionality development, integration and synchronization with the mailing service and the ERP. The key stage of implementation is the team training & engagement. Therefore, we train people how to work in the new environment at the early stages of adaptation of the system, and help them to retrain from sales men into experts. As a matter of fact, after a good adjustment, the system takes the lion’s share of a sales man’s work, however it will never become an expert and a careful consultant, even if it is you own talking AI that could easily kick OK Google’s and SIRI’s asses. The human resources being released should become your quality competitive advantage in a new business reality, where the unskilled labor is done by robots, leaving people only creative tasks.
However, it depends on your business model type (innovative, client-oriented or operational). The question is, which type is the winning one.