‘Smart’ Business Process Modelling
- Advisory
The project aims to make EVS continuously evolve towards an even more process-oriented and agile organization
Challenge
Strategic reasons for doing the project? Why did it matter? Context or business problem?
In the context of the replacement of their current, end-of-life ERP system by a new one better supporting its growth ambitions, EVS identified the crucial need to describe and optimize their end-to-end process flows, from Prospection to Service Delivery.
Beside helping determine the target requirements for the new system, this project would also aim to progressively improve all transversal ways of working between the Sales, Operational and Support teams.
Type
-
600+ people
-
20+ global offices
Challenges
-
Consultance
-
Process Optimization
Ressources
2 consultants
Time
A few weeks
Problems
01
Implementing a centralized & standardized management of business processes
(incl. a clear determination of the target roles and responsibilities)
02
Setting up an efficient governance framework
for continuous improvement and fast adaptability
03
Changing the mindsets moving toward a process-oriented organization
focused on optimization and performance
Solutions
A satisfying solution thanks to our approach
Progress Consulting’s ‘Smart’ BPM approach is based on a proven, pragmatic and agile method enabling visible and valuable results in a very short period of time. Working together with internal EVS experts on their respective perimeter, the approach is made of 4 main steps :
01
Co-construct the (to-be) process flows and their (target) governance – and clearly identify the changes vs. today’s ways of working
02
Align with key stakeholders on overall coherence to progressively build the end-to-end perspective
03
Test the target process and governance within a pilot team and define the deployment approach
04
Deploy, monitor, support and adjust where necessary
Results
A serie of substancial benefits
- Objective and detailed determination of new ERP system requirements
- Higher adaptability to new customer demands
- Better control of operational costs
- Improved operational efficiency within and between EVS departments
- Proactive identification of impacts on cross-functional processes
- Facilitated integrations in case of potential future acquisitions
- Readiness for a potential future ISO certification
Don’t take it from us.
Hear from our client.
Simple, practical, and concrete… few concepts, lots of action, and a posture closer to “band of brothers” than to the gurus of the new paradigms (Eric Thouvenel, Director of the Paris Centre Region, KPMG Entreprises)
