Processes

Why do +80% of organisations focus on improving their current processes?

Processes are developed by people, supported by Information Systems, and must be controlled to ensure they meet the quality and efficiency goals set by the organisation in line with its Product & Services and Quality strategy.

Digital transformation is not an end but a means; it is a catalyst for change and one of the best supports for business evolution in each sector. The focus is not to implement new technologies but to evolve the way people and systems work towards more agile environments with a differential customer experience.

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PROCESS RE-ENGINEERING
BUSINESS PROCESSES
OPERATING PROCESSES
PROCESS MINING
EFFICIENCY
CUSTOMER JOURNEY
CHANNEL JOURNEY
CUSTOMER EXPERIENCE
ORGANISATIONAL ASSESSMENT
BUSINESS ARCHITECTURE
ARIS
BPA
CEX

Organization overview

Alignment of Business and IT Units

Effectiveness and efficiency

ANALYSIS, DESIGN AND MODELLING

Visualise and redesign your business and operating processes using innovative methodologies

More information

PODCAST

Optimización de procesos de negocio para emprendedores

BABEL proposes a methodology for comprehensive diagnosis based on the following areas:

Products / services
Processes
Organisation
Information Systems
Performance (KPIs), in each stage of a BPM Cycle

Análisis, Diseño y Modelado

Analysis of current and future business needs, from the perspective of Products & Services and of Service Quality.
Analysis and definition of the main processes involved (sequence of activities, inputs/outputs, SLA, etc.) for all possible operational and business scenarios.
Analysis and evolution of the functional, organisational and relationship models for each and every one of the activities, identifying the areas involved in order to evolve towards a more agile and efficient company.
Analysis and evolution of the level of support/automation of existing tools (and newly-created ones) for the activities/phases of the different processes, along with critical success factors or bottlenecks that could be digitised, identifying: affected tools, deficiencies, proposals for improvement, etc. in order to speed up automation as much as possible.

With customers at the centre of the channel journey and processes

In the previous phases, activities with no added value or bottlenecks can be identified based on predictive simulations, identification of potentially robotised activities (RPA), generation of flows through discovery process techniques, and subsequent application of the mining process.

IMPLEMENTATION

More agile people and teams

Processes today are closely related to technology, i.e. Certain parts or even all of them can be carried out by BPM platforms, the iBPM evolution of which includes the integration of Big Data & Analytics, providing business processes with intelligence and being able to implement them and make decisions according to the interpreting of data.

MONITORING AND OPTIMISATION

Digital transformation of business and operating processes as a catalyst for change

Analysis and evolution of the process performance management model, and the KIP defining and evolution process, along with consistency in the reporting required by the areas for the continuous improvement of processes and efficiency in a Balanced Scorecard supporting operational and business decision-making.

In an era where change is constant and uncertainty is permanent, the transformation of your business through process re-engineering, in pursuit of continuous improvement and efficiency, is key to adapting to competition and the constant evolution of consumer patterns in each sector.

TOOLS AND PROCESSES