When They Need Help With Business Process Re-Engineering?
Outgrowing an accounting system not designed to support integrated processes? Have substantial data siloes with your processes that cause data integration issues? KANO’s business process reengineering services are designed to help companies when they struggle with these challenges.
Outgrowing An Accounting System
Let’s face it. Accounting systems not designed for process integration cause process over-bloatedness. And the process needs to be ERPized first before implementing an ERP. Companies seek help from KANO when they might be outgrowing an accounting system.
Current Process With Several Data Siloes
Not able to follow the instructions of technical vendors on how to restructure your data that will provide the needed operational efficiency? Not sure if you should restructure your processes or implement them as is? Companies seek help from KANO when they need help in restructuring master data and processes.
Outgrowing Non-Standard, Legacy, And Proprietary ERP Systems
Outgrowing non-standard, legacy, and propriety ERP systems with substantial data issues that need to be restructured prior to ERP implementation. Companies seek help from KANO when they are coming out of non-standard, legacy, and propriety ERP systems.
Micro-Industry Processes Too Different From Mainstream ERP Systems
Some industries have far trickier architectural needs than industries that are ERP-friendly. These companies also have substantial needs for process re-engineering before they are ready for digital transformation. Companies seek help from KANO when their micro-industry processes might be too different from mainstream ERP systems.
Recent M&A Has Caused Process Bloatedness.
Acquired newer business models and business processes? The M&A has resulted in several heterogeneous business models under one company. Companies seek help from KANO when their recent M&A activity may have caused process bottlenecks and need to be streamlined prior to their journey of digital transformation.
OUR METHOD
Our Methodology For Business Process Re-Engineering
Our methodology starts with the assessment of your current business processes. This step is typically followed by a deep discovery and analysis phase to probe into the candidates’ right fit for business process re-engineering, followed by change management, an implementation, and an optimization plan.
Step 1: Assessment
Through primary and secondary research, this assessment digs into each of your datasets, transactions, and processes to identify the right candidates for business process re-engineering and the stakeholder's analysis of the personas and departments impacted by the change.
Step 2: Business Process Analysis
This is a deep dive into the as-is and to-be process models, along with the workshops with each stakeholder who might be impacted because of the change. Once all the stakeholders are aligned on the to-be state of the processes, the solution phase begins.
Step 3: Solution Analysis
This step digs into the potential solutions, whether they might be process-related or system, and evaluate their pros and cons. This step also performs the financial and technical feasibility of each solution, as well as identifying a solution that is most financially realistic and agreed upon by all parties.
Step 4: Implementation
Depending upon the complexity of the change, whether the change is simply a process or data change. Or a full-blown digital transformation initiative, the length of this phase could vary.
Step 5: Adoption And Optimization
Post implementation, this step measures the desired KPIs and process compliance and adoption in the post-implementation phase. Any deviations? The appropriate steps are taken until the processes are able to hit the KPIs desired.
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