Adaptability, proactivity and innovation are the foundation of agile organizations. A company is considered agile when it has the ability to adapt quickly and flexibly to change – dynamically rather than statically. In short: to act proactively and with anticipation. These skills are vital for survival in today’s business environment. Our fast-moving economic and social environment, growing international competitive pressure and increasing customer expectations demand more agility.
Today time is one of the most important factors for the success and survival of companies. The response or adaptation time of organizations is critical to the success of new innovations, affects customer satisfaction and resistance to persistent problems. This is why companies are adopting more and more agile approaches. Let’s take a closer look at the principles on which agile management is based – at least in theory. And how these approaches can be effectively realized with Process Mining.
Agile Management: Satisfied employees are productive employees
The concepts of agile management include handing over responsibility for processes or projects to employees or teams. This should not only increase the flexibility and adaptability of the teams, but also give employees new motivation and sense of purpose. This decentralization has a positive effect on the productivity of employees, as communication is improved and decision-making processes become more efficient. And last but not least, studies show that motivated and fulfilled employees are more productive. At the same time, agility is a question of corporate culture and individual attitude. Agile management and agile work are based on the willingness of employees and managers to adapt quickly to new circumstances.
Agility and the insatiable customer
The customer is the clear focus in agile management. The aim is to respond to customer requirements as quickly and as flexibly as possible. Customers are becoming more and more demanding, which is why it is important to meet customer requirements with maximum efficiency. While 15 years ago the public was still enthusiastic about mobile phone cameras, today they are perceived as standard functionality. Customers only learn to appreciate the camera again when the image resolution exceeds their expectations, for instance. Companies must therefore constantly bring new, improved products to market in order to meet customer requirements, ensure continuous customer satisfaction and remain competitive. To do this, they must be able to identify economic and social trends at an early stage. This information must then be integrated as efficiently as possible into new or existing products, services or processes.
Agility in organizations can essentially be divided into six categories:
– Agile target vision
– Customer-oriented organizational structure
– Iterative process landscapes
– Employee-centered understanding of leadership
– Agile personnel and management tools
– Agile organizational culture
The introduction of agile methods is often a challenge, especially for large companies. Hierarchical, rigid structures and a traditional corporate culture make it difficult to introduce agile concepts. Successful implementation also requires the willingness and cooperation of all those involved.
However, there are methods with which the introduction and practice of agile approaches can be made more efficient and successful – such as Process Mining. Process Mining is the data-driven analysis of business processes – and is a major success factor in agile management.
Agility with Process Mining – more efficiency and effectiveness
Process Mining provides the necessary process-related information that enables agile behavior. Process Mining utilizes cross-system data by visualizing and automatically analyzing processes. This not only finds optimization potential but also identifies process-specific risks and trends at an early stage. Process Mining shortens reporting cycles because complex data collection is no longer necessary. The process data is extracted from the IT systems as required, transformed and loaded into analysis tools such as LANA Process Mining. This means that important and time-critical information is available to those responsible in a timely manner, which is why the process can be improved significantly more efficiently and effectively. If companies only focus on the process output or the consequences, this can lead to anti-cyclical measures being taken. If, for example, a temporary bottleneck exists in a production process and this is only identified after a large number of overdue end products, measures to eliminate the bottleneck can be too late and possibly superfluous. The “damage” has already occurred. Process Mining thus ensures that companies can react to changes in an agile and data-based manner. Transparency in your own process flows, identification of optimization potentials and future trends, efficient reporting – Process Mining provides decisive information at the right time for the realization of agility.
The formula for satisfied customers: Fast adaptation and continuous quality improvement
Process Mining identifies bottlenecks, unwanted process deviations and compliance violations at an early stage. LANA’s automated Root Cause Analysis also uncovers the causes of problems. The responsible persons are thus provided with a fact-based basis for improvement measures. This enables a flexible, fast and effective response to internal and external changes or events. Agility is particularly important in the case of regulatory changes, such as changes in the law. To this end, Conformance Checking is used in Process Mining: The actual process is compared with the target process and checked for critical deviations. Fast and correct reactions are also required when customers and target groups change their behavior or preferences. With efficient process evaluations and continuous key figure monitoring, such changes are identified at an early stage. This enables the company to react to the requirements and needs of customers and target groups. With Process Mining a continuous, customer-oriented improvement of the process quality can be realized, which leads to a corresponding improvement of the product or service quality. Fast adaptations to customer requirements and constant quality improvement satisfy the customers sustainably.
The principles and ideals of the “agile company” concept are more relevant than ever. Even if the ideal of an agile organization is still rather a theoretical construct, many companies have already discovered some agile approaches for themselves. Scrum, Design Thinking or Business Model Canvas – if and which method is the right one depends on the context. Because agility should not be too much at the expense of quality. This trade-off is minimized in Process Mining. Process Mining is not only a very efficient method to realize agile Process Management, but also to achieve Process Excellence. In other words, the implementation of efficient, effective and high-quality processes that are in line with the corporate strategy. Whichever goal you pursue: more agility, more excellence, or both, Process Mining is the perfect start.