This last chapter focuses on a topic that is (strangely) often neglected in transformation initiatives. It’s about measuring the business value that you are achieving through your program. Your process orchestration platform will be a great source for data, but you have to make sense of it and translate it into meaningful business metrics, motivating goals, and effective KPIs. The challenge is to agree on what is worth measuring and how to operationalize it, and to establish a shared understanding about those metrics across the organization. Combine this with a data-driven mindset where measurements will lead to action, and you get the final recipe for your journey toward successful enterprise process orchestration.
Historically, organizations have had a hard time defining metrics to improve their operations through end-to-end digital transformation initiatives. As most processes are implemented in a rather chaotic way, through a mix of islands of automation, spaghetti integrations, and manual work, they cannot properly measure value creation along the value stream, such as improvements in processing speed or operational costs. In such an environment, any process improvement initiative will inevitably end up creating a lot of guesswork without clear feedback on its success. In other words, the missing focus on the end-to-end flow, plus a typical lack of customer-centricity, makes it really hard to measure value (as indicated in Figure 5.1).
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