Business Process Transformation

This service applies to companies that are starting their activities or those that need to improve their processes in order to meet their current and future business needs. Any company is supported by a triad of assets: employees, processes and information. Therefore, processes are one of the most important assets that the organization needs to maintain and evolve, whether strategic, operational or corporate processes. Our consultants have proven expertise in various industries such as: telecommunications, education, utilities, industry, government, digital products and services. We also use our own methodology, tested and with proven results, which allows us to identify whether a process requires specific adjustments or redesign, defining the appropriate indicators in each case, that is, KPIs, OLAs, SLAs. In all of our projects, we identify course actions, called “quick-wins”, and the actions that require more effort and time to properly redesign the current process. This way we were able to generate an ROI within a few weeks of starting the project.

We use process design tools based on “Business Process Modeling Notation” – BPMN, considered the best practice for this activity, which document the redesigned process flows and documents with the description of all objects used in the process flows.

Additionality we have a template for the description of all indicators used in the redesigned process, which includes: description, unit used, the information that must be collected and how to collect it, the indicator calculation formula and the person(s) responsible) for collecting and calculating the indicator. This greatly facilitates the implementation of the indicator assertively and quickly.

These indicators are essential to measure the gains and/or needs for adjustments in the redesigned processes, comparing whenever possible with the indicators used in the processes before the improvements. If the AS IS processes do not have such indicators, which is usual in many companies, a target value is established for each indicator created, this can be in two stages a target value for a period of time of “adaptation” and another aggressive target value for when the company reaches a higher level of process maturity.