When looking to drive transformation enterprise wide, far too often the burden is placed on a company’s digital toolkit, data capability, or processes. However, while these are all key lever for transformation, workplace culture is sometimes overlooked. In fact, many perceive culture as an ‘end-goal’ and something to achieve, rather than yet another core pillar for transformation.
While some believe all change starts in the boardroom, ultimately change begins, lives, and ends on the ground floor in the workplace. Without first turning their heads to workplace culture and employee experience, companies will always struggle to see the true potential of their transformation.
Leaders are realising that no single approach will lead to sustained, scalable gains; for a truly cutting-edge, transformation technologies must come together to complement RPA and build an ecosystem for hyper-automation.
Hear from one of the IA community’s leaders about how companies seeking to lay the groundwork for digital transformation will fail to secure true ROI unless they adopt a more holistic approach.
All transformation needs to start somewhere. In order to successfully drive a transformation global agenda enterprise-wide, executives must bring organisational transformation to life with a clear strategic vision. In a landscape of uncertainty and constant unpredictable external forces, there is more pressure than ever on executives to create an integrated proposal, mapping transformation from the boardroom, throughout the enterprise and down to the customer to ensure resilience and economic stability.
How then can executives develop a detailed execution roadmap?
There are many ways to build a Process Mining initiative into an organization. However, to many Process Mining itself looks pretty simple, with people being easily fascinated without truly interrogating the wider business value of the initiative and the support needed to see success.
When trying to communicate the value and hand over use cases to business, quite often there is a lack of true understanding of both the value and complexity of the initiative. All too often, Process Mining is seen as IT-service, overlooking its broader potential. However, it's no secret that strong top management support is a key enabler to getting these kinds of initiatives flying. So, what do executives need to do to set themselves up for process mining success?