Is Your Organizations Digital Workflow Project Stuck?

Is Your Organizations Digital Workflow Project Stuck?

A common complaint from organizations and account representatives is once a successful digital workflow project is completed or several are implemented in departments such as IT or HR, the momentum stalls. After conducting hundreds of workflow studies, I believe three reasons are the lack of an enterprise budget, ROI, and roadmap. 

Today, there are so many IT projects competing for attention if a compelling digital workflow enterprise-wide business case is not presented and constantly reaffirmed, this technology will become under-deployed, and overtime ignored.

What is the result? Organizations miss out on the expansion of a key breakthrough technology! 

Our independent consultant studies find that digital workflow can provide a 10% to 50% improvement (and for some areas over 2x) improvement in quality, efficiency and/or customer service.  

Vendors lose out on momentum in an account, sales/client results are slowed, and it becomes more difficult for account reps to meet their goals.

So what is a three-step approach to re-charge expansion of Digital workflow projects?

  1. Conduct a comprehensive enterprise study to assess where digital workflow can be of benefit. Rank organizational “processes” in terms of how workflow can improve service, quality, and efficiency. Calculate project return on investment (ROI) and develop a multi-year budget and road map.  For the study to be objective, it is best if this study is completed by a consultant independent of the organization and vendor.
  2. Integrate process improvement methods into digital workflow planning. If you don’t improve the underlying process before workflow automation, errors in the process will get carried forward, and the results will be significantly less than possible. For best results, the consultant should have significant experience in process methods (BPM, Six Sigma, LEAN, Re-engineering) and digital workflow planning.  To be objective and to provide time for this work, this role should be staffed by a consultant separate from the project PM, and technical workflow deployment consultant.
  3. After each workflow deployment is completed, document and internally communicate the benefits.  Compare the original process state, including cycle times, issues resolution, benefits identification, and ROI to the new state. Update the enterprise plan, and communicate results.

Digital workflow is a powerful tool if properly planned for and deployed correctly. For additional articles, and information on how CRE8 Independent Consultants can be of assistance. Read More.

About the Author: George Dunn, President of CRE8 Independent Consultants, is a worldwide recognized digital workflow and process improvement consultant, speaker, and author. George has assisted hundreds of organizations and trained thousands of individuals. Contact George as follows and connect with George on LinkedIn.

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