smart processes

So it is essential to gather intelligence on a business processes. Doing so is a different story. Unlike a car, a business process is invisible, often with outdated, lost, or non-existent documentation, or – even worse – if the employee feels that he has a constitutional right to protect his ‘intellectual property‘, he does not share anything about it at all.
Fortunately, one can gather a huge amount of intelligence by studying the behaviour of the process through information system data extractions, by tracking real-world objects, or simply by interviewing people in a structured manner. Using a multi-layer approach, the organisational blueprint explains how all the basic building blocks of the organisation collaborate with each other. Although the business value is not very high, nor the information complex, it provides the design principles for the next layers of intelligence: analysis, monitoring, and predication.

Creating SMART business processes requires being intelligent about them; being intelligent about them means that you have to be ‘process intelligent‘. Process intelligence forms part of the domain of business intelligence, which is the organisational capability to understand business and its context better.


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