Initial Situation
The client offers DSL services for business customers. Due to the rapid business growth the central business processes and the supporting IT applications had been adjusted case by case, but the changes and adjustment have not been documented appropriately. The provider came to a point in its organizational growth where the knowledge about processes and workflows couldn’t be transferred anymore properly to new employees or business partners – which was a risk for whole operations. The provider decided to catch up process documentation and to simultaneously optimize the processes in order to increase operational efficiency.
GP+S Services
- Analysis of as-is processes and workflows together with all involved departments – analyzed central business processes were:
- Customer acquisition
- Sales
- Order processing
- Customer activation
- Trouble ticketing
- Customer service and billing
- As part of the process reviews optimization opportunities have been identified with the involved departments
- Based on the analysis together with the leadership team the to-be processes for process level 1 to 3 had been developed and specified
- Identification of necessary alignments and adjustments of the supporting IT systems based on the requirements of the optimized processes
Results
- Precisely documented business processes lead to an increased transparency of key business flows and the necessary roles and responsibilities in the organizational units
- Process optimizations lead to an increased efficiency of the organization
- Enhanced motivation of employees through the active involvement in the business process reengineering
- Process documentation became most important Information base for internal training of new employees
