Welcome back to “Two for One”, where each month we dissect a pressing issue in the realm of Business Process Management (BPM) and offer not one, but two practical solutions for today’s business leaders.
In our digital age, integrating technology into business processes isn’t just a trend – it’s a necessity. However, this journey is often riddled with challenges, especially for small to medium-sized industrial organizations that might not have a formal background in BPM. Our focus today is not just to highlight these challenges but to provide actionable solutions.
The road to digitalization is often paved with good intentions, but the reality can be quite different. A common hurdle many businesses encounter is the seamless integration of digital tools into existing business processes. Picture this: a company excitedly implements a new CRM system, envisioning streamlined customer interactions and data management. However, without proper integration, this new system becomes an isolated island, unable to communicate effectively with existing sales processes or databases. The result? Frustration, inefficiencies, and a potential setback in achieving business goals.
Real-world scenarios echo this challenge. Businesses often find themselves juggling between cloud-based applications and on-premise legacy systems, leading to data silos and operational hiccups. A very common expression of this is manual invoice processing in growing businesses. As companies expand, the manual handling of invoices becomes increasingly impractical, slow, and expensive, necessitating a shift towards automated solutions.
One way in which we can overcome the challenges of digitalization is to focus on Data Standardization and Governance. In simpler terms, this means ensuring that the data across your various digital tools speaks the same language. Disparate data formats and standards can create significant barriers, much like trying to solve a puzzle with mismatched pieces.
Imagine a retail company dealing with inventory discrepancies because of different SKU numbers across platforms. By implementing standardized SKU numbers, the company can ensure accuracy and efficiency in its inventory management. Similarly, in healthcare, consistent patient data intake across departments is crucial. Implementing data governance policies ensures that patient information is handled uniformly, reducing errors and improving patient care.
One way of achieving this goal is to make sure that all locations at which data enters your system validate it against a set of agreed-upon data format and quality standards. This approach avoids any requirements for manual data cleansing or standardisation down the line, but requires that all systems in the landscape are compatible with the same data formats. Another approach that helps alleviate this is establishing one leading system for entity identifiers, such as the CRM setting the ID for every client, and all other applications mirroring this ID when referencing those clients.
At the core of this solution is a commitment to cleansing and validating data inputs. This isn’t just a technical exercise; it’s about establishing a culture where data quality is paramount. It’s about creating systems where data is entered correctly at the source and maintained throughout its lifecycle. When data is standardized and governed effectively, it not only enhances workflow efficiency but also lays a strong foundation for any future digitalization efforts.
The second key to mastering digital tool integration lies in Employee Involvement in Decision-Making. It’s one thing to implement a new system; it’s another to have your team embrace it wholeheartedly. Involving employees in the decision-making process of selecting and implementing new tools can significantly boost adoption rates and ensure smoother integration.
Often, the people spearheading a digitalization initiative are not as deeply integrated in the daily work being done in the organization, since such initiatives happen at a more strategic level. This can cause a level of blind spots towards the actual, simple needs of the people on whom the initiative relies.
Consider the example of a technology firm that involves its engineers in choosing a new project management tool. By giving the employees a say, the company not only manages to select a tool that met their specific needs but also fostered a sense of ownership among the team. The result? Higher engagement, better usage, and a more cohesive integration into their daily workflows.
Methods such as surveys, focus groups, and pilot programs can be effective in gauging employee preferences and insights. This approach transforms employees from mere users to active contributors in the digital transformation process. It’s not just about introducing a new tool; it’s about building an environment where employees feel valued and heard, leading to improved morale and a more productive workplace.
As we delve into the intricacies of integrating digital tools, it’s vital to remember that at the heart of every technology lies its users – the people. Digital transformation is as much a human initiative as it is a technological one. It requires not just the right tools but also the right mindset and culture.
Even if you opt for a different approach to dealing with this problem in your context, we invite you to think about the following questions in a more general sense:
If these questions stir a sense of inquiry or you find yourself seeking more detailed guidance, we’re here to help. Reach out to us, and let’s navigate these digital waters together.
As we wrap up this edition of “Two for One”, let’s look forward to what’s coming next. In our upcoming Quick Tips article, we’ll explore 5 ways to Improve your team’s digital literacy, offering easy-to-implement strategies to enhance your team’s tech-savviness.
And in next month’s “Two for One,” we’ll tackle a new challenge: “Defining Strategic Goals and Objectives.” We’ll dive into how businesses can leverage automation without losing the personal touch that customers value.
Remember, integrating digital tools and navigating the challenges of digitalization in Business Process Management is a journey, not a destination. It’s about finding the right balance between technology, processes, and people. Stay tuned for more insights, and let’s continue to grow and evolve in our digital endeavors together.