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Legacy industries built their reputations with steady hands. Not only are they established, but their reliable known quantities instill a sense of comfort in the minds of new and returning customers. 

Interestingly, this stability is exactly why so many organizations struggle to adapt or implement new technology into their process management. Among the biggest reasons for hesitation are tangible barriers, such as running the technology through team members who are unfamiliar with the standing IT infrastructure and how it informs the company's day-to-day operations. A lack of logged data is also a common culprit.

Plus, in the past two decades, legacy systems have gotten by on a patchwork approach that utilize several solutions at one time: Disparate solutions for risk management, process documentation, strategy mapping, business intelligence, and whatever else they need stacked on top of one another to house an organization's overall process. 

From a broader perspective, the challenge in evolving one's business process management comes down to comfort. Learning how to implement new technology and then operate it effectively takes time. And adding new features on top of existing software gets tricky when the latter isn't built to improve and compensate for compliance or regulatory issues. 

Enterprise process management gets easier with the integration of top-of-the-line technology. But the processes and platforms need to complement one another. It's why Mavim developed its technology on top of the Microsoft Power stack — to provide customers with familiarity and clarity while eliminating redundancy. 

On top of the tech, we also use this three-step business process management methodology to ensure the match aligns perfectly for customers, partners, and Mavim alike:


1. Mine: How smooth are your current processes? Is it like a freshly paved patch of highway or more like a gravel-laden country backroad? In either case, the best way to answer that question is to use your transactional system data to engage in some process mining.

By using algorithms to analyze and clarify your process data, you can lift the veil from your organization's processes and workflows and see how effective they are. And with Mavim's technology built on the Power Platform, we use PowerBI at the mining level to analyze processes based on event logs that are integrated into the transactional system. 

The PowerBI dashboard comes with information related to lead time, automation rate, and other process insights all housed in one convenient location so you can visualize your findings and next steps come into clearer focus.  


2. Design: Once the findings are collected and analyzed, visualize your conclusions. Mavim's digital designs bring processes to life through illustrations and flowcharts powered by Microsoft Visio. With Visio, process owners can illustrate the operating model in a clear and unified language that articulates the company's efficiency. 

By visually exposing processes, both managers and participants are encouraged to work at the process level rather than at an application or task level. You can present KPIs and tie them to potential process disruptions so you know what red flags to avoid.


3. Improve: It's now time to put that new process into practice and improve operations. Start by comparing your new findings with initial benchmarks to show how things can get better. 

Mavim uses Microsoft Office 365 to publish and share process mining data and inform the entire company about new standard operating procedures. Office 365 shows all the pulled-up visual findings and where any gaps may lie to illustrate the "why" behind this change and mobilize your team. It also unveils any established benchmarks and KPIs that your team can shoot for to ensure the new processes have their intended impact. 

Business process management can be thrown into a loop with the introduction of new solutions. With a clear and cohesive methodology in place, however, your business can pivot and continue its growth trajectory, while reaching for the desired operating model.


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