How to leverage a CoE to accelerate execution excellence at scale
Driving operational excellence at scale is a key challenge for any organisation aiming at process transformation and automation. Successful transformation samples show the biggest value when it’s a continuous process that touches every corner of an organization.
Operational excellence is a continuous challenge, a virtuous cycle of process improvements. It takes deliberate, diligent work to set up and maintain (let alone optimize) this continuous evolution and there are a couple of best practice learnings.
Experience and statistics indicate an increasing prevalence of Centers of Excellence (CoE) in successful enterprises. At Celonis, our State of Process Excellence report revealed in 2021 that, of the 500+ process leaders surveyed, 71% of the successful deployments have a CoE in place as a central accelerator for change.
And we are seeing huge interest in establishing CoEs, defining operating models and deploying change management to drive value across organisations. CoEs are typically at the heart of the process transformation initiative, which speaks to the growing recognition of operational excellence as a critical strategic initiative. But not all CoEs are created equal. To put it more bluntly, not all enterprises are building their process CoE the right way.
Finally, you scale. This is the stage when business process owners from the wider organization are brought in, the CoE’s purpose is further aligned with overall business strategy, and your automation and transformation efforts can be pushed to the next level.
Get to operational excellence faster
I don’t mean to make establishing a process COE sound like a long, gruelling task. I’ve seen CoEs ramp up and generate impact within a few weeks. It’s simply a journey with many twists and obstacles, and it’s better to know what to expect before you set out.
The transition through the stages from plan to scale doesn’t need to be a drawn-out process. In fact, quick scaling is beneficial to build and maintain momentum. My colleague Niralee Shah has some excellent insights on scaling successfully in the context of automation — which you can read in this very report.
Vice President, Customer Transformation,
Lars Reinkemeyer is VP of Customer Transformation at Celonis. He joined Celonis from Siemens, where he held multiple senior executive roles and expanded the company’s implementation of process mining. At Siemens, Reinkemeyer created a Center of Excellence and nurtured a large user community of process and execution experts. Reinkemeyer is the author of Process Mining in Action: Principles, Use Cases and Outlook.
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