The task was to restructure the non-transparent service process of an international company. The process was characterized by problematic reporting and inconsistent data. A significant lack of resources exacerbated the dysfunctional process.
The first step was an in-depth analysis of the current state, including the following attributes:
Next, the results had to be synchronized with existing data. Legal requirements also had to be taken into account. Throughout the process, the focus was on gaining acceptance through transparency. We followed a single-channel strategy.
The goal was to maintain existing functional structures while implementing new, appropriate processes and systems (in this case, Salesforce) that would ensure both efficiency and transparency, as well as audit compliance.
We used workshops for the design. To achieve the best possible result, we decided to implement and extend a CRM tool (Salesforce in this case) that could be customized for the client and used throughout the company.
For the process reengineering, we designed a BPMN process that addressed both legal and business challenges. We also created the necessary documentation and implemented a knowledge base, including structured training, so that the new process and tool could be successfully implemented and maintained. Reporting on key performance indicators for management and customers had to be ensured. And, of course, the auditability of the process had to be guaranteed. As we see ourselves as responsible end-to-end, we continued to support the company with ongoing consulting services after the go-live.