Business Process Management and Organizational Restructuring at a Governmental Entity

A public sector entity implements a Business Process Management (BPM) initiative as part of its transformation program

Background:

No company works without processes. We usually face the same question once we state the former “but we don’t have processes in place?” We advise that this is different- processes are there but the maturity of either processes or the whole process management discipline is on the low side of the continuum. As part of any transformation program, there will be an analysis of the process landscape. Process management provides a valuable tool to improve performance; challenge the siloed operations; diffuse a culture of compliance, and an instrument to reflect the new organizational state. The leadership team recognized this pivotal role—and therefore placed it explicitly as part of the restructuring endeavor.

The Challenge:

The entity has legacy systems and operations that have been in place for decades. The different stakeholders are dealing with them—and although problems do exist and visibly identifiable, business is running and services provided. This is a complex situation as it required both a gradual adoption of a new effective process management discipline (with gradual discontinuation of the existing systems) accompanied with a change management strategy. The entity is large with several branches that are geographically dispersed and that added also to the complexity of the problem. The leadership team stressed—”we need to change and change fast, but not at the expense of our employees;  apart from the humanitarian side, many of our operations and processes are people dependent, and if we lose these talents and expertise, a great deal of accumulated knowledge is lost.  And we are not in the position to sacrifice this.”

Our Support and Solution:

We Performed a Maturity Assessment for the Business Process Management (BPM) practices at the entity as a logical first step. And based on that we developed the appropriate strategy. Maturity models whether academical or industrial are many—we performed an analysis of the same, identified the common factors and criteria—and contextualized the entity’s state within the specified dimensions. We focused on both types of factors related to the entity and the process itself. And that was reflected within the developed strategy that covered the required actions and themes to be taken across both to reach a higher maturity level such as:

  • Moving towards end-to-end process focus instead of the functional perspective
  • Developing a process management governance structure to manage its different facets
  • Emphasizing the role of the leadership team of diffusing a collaborative culture
  • Disowning the current fragmented IT solutions to a more of an integrated one with high automation inclination
  • Various Process management capabilities, skills, and knowledge shall be built across the entity

As part of developing the strategy, we employed several tools and techniques to gather information and benchmark the baseline with similar entities. We worked with different business units; and developed and quantified all other associated and linked aspects related to budgeting, resourcing, and alignment with other initiatives and programs taking place at the entity. An integral part of the strategy was change and cultural shift management. We ensured that a proper plan is in place that would provide a structured route emphasizing both the individual and organizational levels.

Results and Impacts

Increasing the maturity level is a long journey—and it requires a continuous commitment to succeed. The key aspect that this strategy achieved is establishing the awareness of this discipline. The entity was pushing hard to spread the word of the importance of having proper processes in place; the way and tools that we utilized to build the strategy played a fundamental role in this arena. Also,  one of the prioritized initiatives in the strategy was pertinent to the relevant governance approach. The entity mandated the establishment of a business unit to act as the BPM Center of Excellence which is responsible, primarily, for managing all related BPM matters across it.

     “Maturity assessment although it is sometimes perceived as an additional step, we try always to show its importance and significance; it’s the way that helps us to understand the situation properly and design the future state based on factual information and data. The entity realized the diagnostic nature of the assessment and how it can be used over time to reflect and measure its efforts in this arena. We ensured to develop this capability within the project team to support them for realizing relevant aspirations in a structured manner.”

     – CEO, Mohammed AlWaqfi