When looking to drive transformation enterprise wide, far too often the burden is placed on a company’s digital toolkit, data capability, or processes. However, while these are all key lever for transformation, workplace culture is sometimes overlooked. In fact, many perceive culture as an ‘end-goal’ and something to achieve, rather than yet another core pillar for transformation.

While some believe all change starts in the boardroom, ultimately change begins, lives, and ends on the ground floor in the workplace. Without first turning their heads to workplace culture and employee experience, companies will always struggle to see the true potential of their transformation.

Objective: Learn strategies of how we can act in a lean manner as leaders and how we can communicate these well back to our organisation.

Join this workshop to collaborate on strategies for working in a lean manner and improving the information flow in your organisation to enable this. The workshop will consist of case study sharing, role play, and working groups to identify where the main pain points are of our attendees when it comes to information flow and lean practices. Then we will work together to come up with key solutions and strategies for tackling these challenges. Also, we will discuss how we can communicate these ideas back to the wider organisation to enable a holistic contribution from all stakeholders and ensure that the discussions can be put into practice

All transformation needs to start somewhere. In order to successfully drive a transformation global agenda enterprise-wide, executives must bring organisational transformation to life with a clear strategic vision. In a landscape of uncertainty and constant unpredictable external forces, there is more pressure than ever on executives to create an integrated proposal, mapping transformation from the boardroom, throughout the enterprise and down to the customer to ensure resilience and economic stability.

How then can executives develop a detailed execution roadmap?

• Know what your outcome is – What do you want to achieve? What considerations do we need to have? Effectively create a business case for change by creating a clear strategic vision
• Champion Transformation in your organisation by clearly communicating the direction and wider business value of your investments
• Identify which technologies and roles are best suited to catalyse a transformation tailored to your organisation’s unique strategic goals
• Engage employees and secure stakeholder buy-in by outlining a pragmatic and effective roadmap
• Inside-out approach to change: proactively engage customers and employees, setting leadership expectations and long-term transformation goals
• Getting realistic – how to realistically balance profit with planet: timeframes, costs, potential pitfalls and ROI 

There are many ways to build a Process Mining initiative into an organization. However, to many Process Mining itself looks pretty simple, with people being easily fascinated without truly interrogating the wider business value of the initiative and the support needed to see success.

When trying to communicate the value and hand over use cases to business, quite often there is a lack of true understanding of both the value and complexity of the initiative. All too often, Process Mining is seen as IT-service, overlooking its broader potential. However, it's no secret that strong top management support is a key enabler to getting these kinds of initiatives flying. So, what do executives need to do to set themselves up for process mining success?

• Apply process mining as a powerful method and tool, providing transparent and actionable insights that can help organisation to drive efficiency and value
• Sell the strategy and share the target picture for Process Mining whenever possible
• Drive effective initiatives with fast realisation by ensuring sufficient IT resources and fast availability of data, permissions and connections
• Leverage advanced data technology to understand how processes are currently performing and how they can be further optimized
• Avoid having initiatives silently die in your organisation before they have the chance to prove value by realising the role of change management and promoting the vision in IT and Leadership Teams across all Business Units, regions and sites whenever possible
• Have regular governance in place to make progress transparent

Jean-Marc Erieau

Director Process Mining and Execution Management
MANN+HUMMEL

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