Cascada what hurts the hardest

Webcasts - 10 minute briefings

When starting such a project, these traps can be relatively easily circled by three subtle questions.

 

 

The first is the one after the automation candidates. In the blog post after the “why” we have already discussed an assessment we have used, which makes it easier to pinpoint these candidates. Too bad that it then becomes clear to many participants that the number of candidates is greater than one would like.

This is exactly where it blocks for the first time, quite a few see themselves in the situation of no longer knowing where to start, even more they fear that they are working on an eternal construction site, and most of all they fear that it is far too late the longed-for success reports come, which keep every project alive, but if it doesn’t cause it to be terminated even more quickly.

The reason why this is so is that only in the rarest of cases have companies acquired what is called a process repository. A directory that shows the following relationships:

 

If you had an overview of what or which specific activities and requirements are taking place between customers and service providers (or producers), how they are currently responding and which technologies and human elements are being used, one would focus on one prior to an automation workshop. I will now call this overview the «Capability Process Repository»

 

Where in this performance chain does it hurt the most, most often and most intensely?

 

The forest itself becomes manageable sections. Within a selected section, I always recommend one evaluation of the following criteria for each process:

 

 

Because the more often something has to be done in the limited area, the sooner you can recognize a discrepancy, the more time-consuming a possible correction and the more annoying an "incomprehensibility" or "non-compliance" is, the more likely you are not only to have employees on board but also the decision-makers. In short, you know where to start!

Recommendation number 1: Before you start automating, get this “top level” of this process repository ”. It doesn't have to be perfect, it should just show where it is important to keep an eye on processes for sales, customer relationships and the continued existence of the company.

You can then work your way through area by area later, only taking the most painful part first. Go deeper there, automate.

Here it will happen that you have automated a vertical one with a huge number of new findings, and there are consequential effects in the repository at the top level (at the interface between the customer's process and the company's response). That is good and desirable - perfection always comes before a perfect overall condition.

Basically, it is precisely the lack of a capability process repository that is the reason why companies have not made targeted advances in automation over the past few decades. Each management area has its own garden, was mostly rewarded for innovations, technological growth and architecturally uncoordinated initiative, and many technology and consulting firms also voluntarily participated in this chaos because the short-term interest outweighed the long-term future viability of the whole.

So if the COO, CDO and CIO had such a repository (or at least the data model to create such a repository for themselves), a lot would be done. Note on the side, if you are interested, please contact me here.

On the basis of this "repository" there is still a small additional benefit. Imagine linking the capability process layer with the implementation-driven levels of IT service - technology - data - compliance - suppliers. Imagine that CDO, COO or CIO can understand, coordinate and therefore also justify costs in terms of costs, either section by section, or in the overall context.

Then the “forest and the many trees” will become what should have been necessary for years, a management tool for the entire information logistics and digital transformation of the company itself

And finally, an answer to the concerns that it would take a long time to fill this development plan and that this would lead to a loss of speed again.

 

If you control and prioritize the filling of the repository in such a way as the pain of the company requires and accepts that the focus is not on the ultimate perfect, but that results are already delivered and automated for all those involved along the way of perfection, it will also be easier.

Here, too, I am available to exchange information if you want to start an automation exercise in a structured manner.