Process Intelligence: Gaining and maintaining momentum

This report is the second in a series of two reports exploring the topic of Process Intelligence.  In this report we explore some of the practical issues relating to building and then maintaining a Process Intelligence capability in your organisation.

Top takeaways

Process Intelligence is more than just ‘BPM + BI’

Process Intelligence is an organisational capability that aims to ensure that companies consistently and quickly apply relevant knowledge to and within business processes in order to provide better visibility of performance, support strategy alignment, improve business agility, improve operational decision-making, and identify issues and their root causes. It has a great deal of power for organisations looking to improve their ability to link strategy and execution, and through this increase business agility and visibility.

Process Intelligence requires three separate but interlinked layers of effort

Process Intelligence comprises three distinct but closely linked ‘layers’ of effort: one focused on strategy-setting, one focused on management activity and one focused on day-to-day business execution. When trying to create a Process Intelligence capability that will truly link strategy and execution, your goal should be to build a framework that can encompass strategy, management and execution activity levels in an organisation in an integrated way – without a dependency on process automation as a pre-requisite for gaining intelligence.

A lot of Process Intelligence technology exists today, but individual technology pieces can’t give you what you need

Much of the technology you will need to support you as you start to develop a Process Intelligence capability is well-established and widely-used, although there are pockets where tools to help are only just emerging.

Unfortunately there’s no such thing today as a ‘one stop shop’ for Process Intelligence technology. This means that the critical consideration to bear in mind is not about sourcing individual technology pieces, but using well-founded architectural oversight to pull multiple technology pieces together in the right way to support your initiative. Your approach should be tailored according to your understanding of the ‘level’ of intelligence at which you need to get started, and your organisation’s current Process Intelligence maturity.

Maintaining a Process Intelligence capability requires a deliberate commitment across your organisation

By using your first steps in Process Intelligence as a springboard, you can develop a broader more sustainable capability however it will require significant commitments from people at multiple levels within your organisation, and their efforts will need to be carefully co-ordinated. A well-rounded governance structure (comprising defined people, policies, and processes) with the committed resources to make its influence felt, will be important as you progress.

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