Business Process Engineering

Business Process Engineering goes much further than the development of a process flow. It requires an interdisciplinary approach that takes strategic, organizational and technological factors within the organization as well as impacts from outside the organization into the equation. This complexity necessitates a leader that is not only capable of recognizing the qualities and limits of the people involved during the design stage but also considers who is actually going to work with the individual elements of a process on a day-to-day basis.

From the very beginning it is important to factor in that, if measures are complex, involve multiple areas of expertise and encompass the transition from existing to new, not all members of a project team will be able comprehend the flow, interactions and dependencies of a set of processes. Accepting this means putting an emphasis on segmentation and therefore reducing the complexity of the individual elements.

We are highly experienced in leading the development of business processes. We are efficient in gathering information and know that there is a big difference between listening and understanding. We do not mistake the two and let everyone involved constantly demonstrate that they grasp what they bring to the table. Once the requirements and limitations are clear, we structure and transform the abstract elements into one consistent flow. Then it’s down to conceptualize and implement the transition from the old to the new.

It is of utmost importance that above anything else processes are coherent, comprehensible and implementable. This should always take precedence over the endeavour to have the most advanced solution.