Business procedures and processes, knowledge on how to provide high-quality product or service is a corporate competitive advantage. Employees gather it over the years with working experience, and it is of importance to codify it into a physical form for a company to keep unique knowledge. It exists in the heads of specialists and managers. Even if the procedures are documented, there is a risk that documents do not capture this knowledge.
This asset is called corporate DNA, meaning codified organisational culture and strategy. Lean Digital presents a logical approach how to save and preserve this uniqueness of a company and turn it into a physical asset. We create BMS DNA® as a procedural Business Management System that can help you understand what you can and can’t do, and how to become agile and save authenticity in a changing world.
What is the value?
BMS DNA® , as codified experiential knowledge, represents a system of management processes and makes them clear to every single employee and a manager.
In term of business development, it enables:
- To expand, merge or sell business
- To find right processes to outsource
- To increase corporate asset
- To go digital
- To save knowledge
- To make a base for cybersecurity
- Expand a view on your business
- Connect strategy with operations
- Reduce management levels
- Data-fy – view your business management system as a data
- Value business knowhow
How to approach?
BMS DNA® Methodology
1. Processes modelling – transparency and logic
Process modelling is a way to build a live business management system of the company that is created based on employees’ knowledge. An employee directly involved in the process describes his actions. Based on that description the visual workflow is created, which contains:
- the output of the process (exactly start from the end)
- the input of the process
- actions that enable the employee to move from the input to the output
- the responsibilities and key persons connected to the action
- all the details that a description of the work process should carry: the location of the documents, necessary materials, metrics, goals etc
2. Lean analysis of processes – spring cleaning
Waste from the Lean perspective is detected during the modelling and belongs somewhere else – not to the process. Lean analysis leads to an important transition towards the conscious implementation of potential improvements. Even if you decide not to go on with digitalisation, you get a process map that is alive due to the employee involvement and reflects current situation better than ever before.
3. Digital analysis of processes
Digitalisation as transformation starts here. Firstly, digital management of processes enables up-to-date information and easy access to all the working processes. Secondly, digital management system can be included into a balance of a company as an immaterial fixed asset. Thirdly, some business operation can be digitalised and with a digital analysis you get clarity in the following:
- What needs to be digitalised
- Why to digitalise
- How process digitalisation adds value for a customer.
Tool
Process modelling is conducted using professional dedicated tool – 2c8 Modeling Tool
2c8 allows to create a visual database, that is dynamic, flexible for changes and has interconnections. It enables deep analysis of data in a simplified way, comparing to the analysis of a static picture or text documents.
