Optimizing & harmonizing internal processes to support growth
- Advisory
- Conseil
Challenge
Project Background & Rationale
To enable and facilitate the development of its new ERP, the organization wanted to review and optimize its internal processes, and ensure that they were properly applied by its teams. To achieve this, 12 functional areas directly linked to the ERP were identified with a view to being formalized into end-to-end activity flows. One of the underlying objectives of this initiative was to develop a culture supported by clear ‘processes’ and perimeters of responsibility within the organization. Initially, the approach is bases on the needs identified by the ERP project team, before being extended to the rest of the organization- particularly with a view to ISO certification.
Type
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500-750 ETPs
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High-Tech & Media
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Belgium, EMEA, NALA, APAC
Challenges
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Formalizing & optimizing internal processes & continuous improvement
Ressources
2 to 3 consultants (Process) part-time
Time
Variable, based on scope to be covered (4 weeks/perimeter)
Expressed Needs
01
To document the key processes and activity flows for each functional area identified, in order to facilitate the ERP. integration work.
02
To build a global end-to-end view of the target functional architecture and define the main governance principles enabling its implementation within the organization.
03
To reinforce the skills and process maturity levels of the people identified as Business Process Owners (BPO), to enable them to perform effectively in their new role.
Our Approach
Our adopted iterative and highly participative approach yields practical and prompt outcomes across the different areas involved :
1
Confirmation of target perimeters and real needs. Identification of the most appropriate digital formalization tool.
2
Co-construction with key stakeholders of activity flows and levels and types of responsibility (RACI).
3
Simultaneously, formalization of the target functional architecture and the governance framework facilitating interactions between perimeters.
4
Gradual deployment of processes within teams, and support for the potential changes they entail
5
Support for Business Process Owners (BPOs) in acquiring key process skills and reflexes
6
Launch, with BPOs, continuous improvement cycles on each scope
Results
- Description of processes down to the appropriate level of detail (simplicity andpragmatism)
- BPOs in tune with their new role, with clear responsibilities at all levels
- All processes centralized in a collaborative tool
- Clearly identified dependencies and interactions between functional areas
- Continuous improvement anchored in the day to- day operations of teams
Some References
