Driving blind and too fast (or not fast enough)
Most organizations have a hard time seeing where their performance lacks. They see the metrics from the past but don't have visibility into how these numbers were produced. What went well, and what did not go so well (and why)?
So they have no idea how to improve their processes.
Do organizations measure the performance of their processes? Well, often I see only some lagging metrics being measured.
There are almost no predictive measures being defined, and processes are not adapted to changing situations, for example, when it comes to delays of a supplier shipment.
There are just a few organizations that actually have their processes formally designed (in the form of process models). And those who do might see them only as an exercise to appease management or regulators.
This creates interesting results when it comes to audits—some poor souls figuring out what actually happens, which might lead to regulatory notes that you have not made enough progress or even to hefty fines.
Who is this book for?
This book is for people who are serious about how they can improve how their organizations run and how they can make their next large transformation project a success.
It is for the process and architecture practitioners who run their programs for years and don't get the visibility that they deserve.
It is for the analysts who want to switch their practices to a data-driven approach (while not forgetting the human contributions in the analysis) and for whom the words "Digital Gemba" sound good.
And it is for the curious folks who have heard about "process intelligence" and were wondering what this means and how this fits into their organizations, without creating another hype and disappointment.
