We know that “what gets measured, gets managed” (P. Drucker), but also that “when one measures a target, the measure becomes the target” (M. Strathern).
Measuring and monitoring Key Performance Indicators (KPIs) is a key challenge in organizations. To facilitate a holistic perspective for process-driven and customer-centric companies, SAP Signavio journey to process analytics integrates operational process metrics with experience-based ones, bridging operations and customer journeys in one single framework.
This is the sixth blog post of our blog series 10 steps for successful journey to process analytics. This one will focus on key lessons to identify and monitor your operational and experience metrics.
The premise of journey to process analytics is providing an outside-in perspective to your operations. Companies do not win in today's world with the "best process". They need to win over customers, employees, or suppliers and have the best, effective processes to support this and balance experience and efficiency.
As seen in previous blog posts, true innovators have a stakeholder centricity, a process mindset, and mutually aligned experience and process objectives. These may involve improving the experience or, alternatively, improving operational efficiency while keeping the experience within a defined target range.
>> How can you ensure you are in a good path to achieving these objectives? Start by setting up hybrid dashboards that can include both your process / operational KPIs, and the essential experience measurements, such as NPS (Net Promoter Score) or CSAT (Customer Satisfaction scores).
Moments of truth are identified as the key points in a customer, employee or supplier journey. This interaction occurs, and an opinion, perception and feeling about the company is formed. And we all know how (first) impressions matter (read our latest blog post on journey modeling here).
A good product or service can then end up leaving a bad impression due to operational issues. And this happens more often than we think. Identifying this is only possible when the company has a mechanism to always have a finger at the pulse of the customer sentiment.
>> How can you better capture those impressions? In a customer experience example: start by measuring as little as possible but as much as needed, and make sure you involve your experience experts to identify them ahead accurately. A best practice is to start a small pilot with several questions, observe the existing correlations with the overall customer satisfaction, and select only the most relevant ones.
Once the moments of truth are identified, it’s crucial to go back to the operational metrics to determine what may influence experience metrics. Relations are not always trivial but sometimes hidden in the data. Experience-driven process mining unearths them by analyzing combined experience and operational data,
e.g., a customer’s service process is not standardized throughout the company, product quality checks are not happening, or certain delivery partners correlate to lower customer satisfaction metrics.
>> How to act on those insights? Once you have identified what you want to measure on the experience side and mapped it to your operations, make sure you define a collaborative framework for monitoring your metrics and dive deeper as soon as a problem appears, involving the whole organization.
Combining process metrics and dynamics with experience metrics surfaces valuable insights and helps companies confirm and point their efforts in the right direction. Only then can the company start introducing small changes in a controlled approach with confidence, such as slightly redesigning the supply chain or customer service processes or introducing initial changes.
>> How to efficiently adapt? Consider defining rules and actions to operationalize the necessary improvements and adapt accordingly. This will help you tackle issues promptly and efficiently. Build up on best practices to help you accelerate the implementation, and continuously monitor your results. Integrate your insights in your business intelligence solution of choice to give visibility throughout your company, and display the insights as live metrics in your customer journeys.
After starting with this new approach, many companies will still run into some pitfalls. Without the aim of being exhaustive, let me list some of them:
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We´ll cover the topic of mapping journeys to your processes in our next blog post. Stay tuned!
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Measuring and monitoring Key Performance Indicators (KPIs) is a key challenge in organizations. To facilitate a holistic perspective for process-driven and customer-centric companies, SAP Signavio journey to process analytics integrates operational process metrics with experience-based ones, bridging operations and customer journeys in one single framework.
This is the sixth blog post of our blog series 10 steps for successful journey to process analytics. This one will focus on key lessons to identify and monitor your operational and experience metrics.
Example: Experience along the customer journey, and the operational reality on the other side
Lesson 1: Start with the experience
The premise of journey to process analytics is providing an outside-in perspective to your operations. Companies do not win in today's world with the "best process". They need to win over customers, employees, or suppliers and have the best, effective processes to support this and balance experience and efficiency.
As seen in previous blog posts, true innovators have a stakeholder centricity, a process mindset, and mutually aligned experience and process objectives. These may involve improving the experience or, alternatively, improving operational efficiency while keeping the experience within a defined target range.
>> How can you ensure you are in a good path to achieving these objectives? Start by setting up hybrid dashboards that can include both your process / operational KPIs, and the essential experience measurements, such as NPS (Net Promoter Score) or CSAT (Customer Satisfaction scores).
Lesson 2: Impressions matter
Moments of truth are identified as the key points in a customer, employee or supplier journey. This interaction occurs, and an opinion, perception and feeling about the company is formed. And we all know how (first) impressions matter (read our latest blog post on journey modeling here).
A good product or service can then end up leaving a bad impression due to operational issues. And this happens more often than we think. Identifying this is only possible when the company has a mechanism to always have a finger at the pulse of the customer sentiment.
>> How can you better capture those impressions? In a customer experience example: start by measuring as little as possible but as much as needed, and make sure you involve your experience experts to identify them ahead accurately. A best practice is to start a small pilot with several questions, observe the existing correlations with the overall customer satisfaction, and select only the most relevant ones.
Lesson 3: Map to operations
Once the moments of truth are identified, it’s crucial to go back to the operational metrics to determine what may influence experience metrics. Relations are not always trivial but sometimes hidden in the data. Experience-driven process mining unearths them by analyzing combined experience and operational data,
e.g., a customer’s service process is not standardized throughout the company, product quality checks are not happening, or certain delivery partners correlate to lower customer satisfaction metrics.
>> How to act on those insights? Once you have identified what you want to measure on the experience side and mapped it to your operations, make sure you define a collaborative framework for monitoring your metrics and dive deeper as soon as a problem appears, involving the whole organization.
Lesson 4: Adapt and continuously monitor
Combining process metrics and dynamics with experience metrics surfaces valuable insights and helps companies confirm and point their efforts in the right direction. Only then can the company start introducing small changes in a controlled approach with confidence, such as slightly redesigning the supply chain or customer service processes or introducing initial changes.
>> How to efficiently adapt? Consider defining rules and actions to operationalize the necessary improvements and adapt accordingly. This will help you tackle issues promptly and efficiently. Build up on best practices to help you accelerate the implementation, and continuously monitor your results. Integrate your insights in your business intelligence solution of choice to give visibility throughout your company, and display the insights as live metrics in your customer journeys.
Lesson 5: Common pitfalls
After starting with this new approach, many companies will still run into some pitfalls. Without the aim of being exhaustive, let me list some of them:
- Not having data ready: Data management is key. Make sure data is cleaned and prepared to be used for process mining (enriched with experience data).
- Not trusting data: This happens if the organization continues relying on gut feeling, disregarding the data-driven approach. Introducing such a new approach will need change management efforts in the company so that executives and operational buy into the new method.
- Trusting data “too much”: On the other side, blindly believing apparent correlations or trends and consequently introducing pervasive and costly changes on the operational side. To avoid this, start introducing critical checks, a controlled approach, and a mechanism to confirm your assumptions.
- Monitoring the wrong things: … or identifying the wrong metrics to monitor, which may lead to missing out on some critical issues or existing data relations that remain unhidden. To tackle this, make sure you involve your experts ahead of time to mitigate this.
- Ignoring data after the first checks: As we have seen, continuous monitoring of metrics throughout the implementation of improvements helps you confirm assumptions and can change course as necessary. This is key to achieving a sustainable practice.
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In a nutshell
- Measuring and monitoring KPIs is a key challenge in organizations.
- SAP Signavio journey to process analytics is a unique business process management practice and toolset that integrates operational process KPIs with experience-based measures.
- The starting point should be from the perspective of your key stakeholders. Identify the indicators that will help you understand what is happening in their experience journeys.
- Experience-driven process mining helps you unearth insights into your process and experience reality.
- Trust your data, be critical, adapt while monitoring the right metrics, and iterate!
We´ll cover the topic of mapping journeys to your processes in our next blog post. Stay tuned!
- Visit our journey to process analytics landing page.
- Join the Early Adopter Care program (EAC) and become one of our first customers to enjoy the full journey to process analytics capabilities.
- Learn more about journey to process analytics by watching our recent webinar series recordings.
Did you like this post? Follow SAP Signavio @ SAP Community for more content like this, and subscribe to our Product News Subscription Center to be always up-to-date on the latest product news at SAP Signavio.
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