It’s inevitable that as organisations grow and change, new processes will be required while others face overhaul or obsolescence. In the age of digital transformation this is happening at a rate never before seen. If organisations aren’t able to adapt their work practices, they can experience huge problems with inefficient workflows, poor levels of communication, and failure to keep up with tech innovation, all of which have a negative impact on operational performance and profits.
This is where expertise in process mapping and modelling comes in to its own. Mapping is the exercise of understanding and describing processes and the relationships between them in detail. It’s all about assessing the big picture, taking a step back to understand how things really work. The resulting models provide a clear picture of how processes fit into workflows, how departments interact, where inefficiencies are, and how best to optimise operations to help meet strategic business objectives. Using a consultancy such as RPS to do this is often more effective than doing it in-house, as it’s hard to see the whole map when you’re standing in the middle of it.
Once improvements are implemented, process models can be used as best practice guides, helping employees and management adapt to the transformed workflows. In our experience, this process is much more than putting flow charts under team members noses. There needs to be a cultural journey at every level, bringing departments to the table and ensuring that new processes are understood and adopted by communicating the value that they bring.
Mapping and modelling exercises undertaken by RPS teams have helped numerous clients understand and improve workflows across a range of departments and projects. The result of these exercises has been greater operational efficiency, better use of client resources, and improved financial performance.
Our teams have helped clients develop whole new processes and workflows, ensuring they’re designed to support business objectives and are easily adopted by employees. Our teams also impart business analysis knowledge to client teams, equipping them to carry out their own future mapping and modelling exercises.
We count the BBC and DEFRA amongst the clients we’ve done process mapping and modelling for. In all cases, we work closely with both senior leadership teams and on-the-ground staff to ensure our services are aligned with company objectives, and well-suited to people at all levels of an organisation. Drop us a line to find out more.
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