Business Process Modelling


The Vision

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As a Chief Executive Officer, you would like to visualise and document existing business processes, making them easier for employees, department managers and other stakeholders to understand. You want to identify bottlenecks, redundancies and other inefficiencies that can hinder productivity and the ability to achieve your goals. You want to know the impact of change on various aspects of the business and make it easier to plan and implement.
As a Chief Technology Officer, you want to automate tasks, reduce cycle times, eliminate unnecessary steps and improve interactions between different departments. You want to simulate different scenarios and predict the results of change.
As a Chief Operating Officer, you want to model and optimise business processes to increase productivity, reduce costs, improve product quality, enhance customer service, and improve compliance. You want to ensure business process consistency across the organisation.
To get a holistic picture of the work of the enterprise, analyse and optimise business processes, and automate them, you need to utilise Business Process Modeling. BPM is a method of creating visual diagrams that describe the steps in the execution of business processes.


The emergence of digital business models presents a significant challenge for traditional Business Process Modeling (BPM) approaches.
Why? Digital business models fundamentally change how organisations create, deliver, and capture value. Today’s technologies enable entirely new ways to deliver value to customers, such as Netflix’s subscription model versus the traditional video rental store or Airbnb’s “access over ownership” model. These new value propositions require new business processes to support them.
A company with a physical product might create a digital version accessible through a mobile app, reaching new customers who prefer digital experiences. These new customer segments may necessitate new business processes.
A company creating a subscription service may need to develop new capabilities in customer billing and recurring revenue management. These new capabilities demand new or adapted business processes.
New revenue and cost models, such as subscription fees, freemium models with in-app purchases, and data monetization, are all examples.
Traditional BPM methodologies may struggle to keep pace with the rapid change and innovation inherent in digital business models. Existing business process models may not adequately consider these challenges.


Careful planning, implementation, and management of BPM can empower you to achieve your goals and gain a competitive edge. We do:

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