ARIS PROCESS MINING - software.agsoftware.ag/Images/innovationtour_nordics/Track 1 presentations.pdf · 13 | Identified process ... Adubos Trevo is acquired in ... 3 -Forecasts U.S.

Dr. Julian Krumeich

Senior Product Manager ARIS

© 2018 Software AG. All rights reserved.

ARIS PROCESS MINING DRIVES VISIBILITY AND OPTIMIZATION

INNOVATION TOUR 2018 November 14 | Stockholm

2 |

ARIS PROCESS MINING


DISCOVER THE REALITY OF OUR PROCESSES

Designed

process

Implemented

process Executed

process

YOU CAN ONLY IMPROVE WHAT YOU CAN MEASURE!

Integrated Process Mining with ARIS

delivers transparency which is mandatory for a

successful process optimization &

business transformation

3 |

DISCOVER AND ANALYZE END-TO-END PROCESSES WITH ARIS


Ap

pli

cati

on

sys

tem

s

Order Assignment Shipping Invoice Payment Ge

ne

rate

d

data

Create

order

Assign

order

Ship

order

Create

invoice

Check

payment

Dis

co

ve

red

pro

ce

ss

es

Interaction

Mining

Process

Mining

Customer

service

Back office Logistics Billing Finance Invo

lve

d

role

s

data extraction

4 |

YOUR JOURNEY FROM PROCESS MINING INSIGHTS


TO TRANSFORMATIONAL SUCCESS WITH ARIS

DESIGN PROCESS IMPLEMENT PROCESS PROCESS OWNER APPLICATION OWNER

EXECUTE PROCESS LINE OF BUSINESS

PROCESS MINING & ANALYSIS PROCESS ANALYST /

PROCESS OWNER /

MANAGEMENT

PROCESS MINING

INSIGHTS

ANALYTICS TOOL &

DASHBOARDING

SUCCESSFUL

BUSINESS

TRANSFORMATION

OPTIMIZATION

VISIBILITY

5 | © 2018 Software AG. All rights reserved. For internal use only

ARIS PROCESS MINING. THE ANSWER TO…

“Where do we have

bottlenecks in our

credit card application

process at the

moment?

How can we

speed it up?”

6 |

Spot process variants with long-running

cycle times or recurring manual cycles

and interventions. Get to the root

causes for this behavior and initiate

actions to get rid of them.

Get immediate insight into the variety of

process executions. Spot most frequent

process variants and analyze their

impact on the process cycle time

or any other KPI.

ARIS PROCESS MINING


SPEED UP CREDIT CARD APPLICATION PROCESS

Discover process variants Get rid of “Long Runners”

Identify so-called happy paths in your

process executions and implement

measures to establish them as the

to-be standard.

Establish the “Happy Path”

7 |

DISCOVER

existing

process variants

EXECUTION

SEQUENCE

of selected

variant(s)

FULL VISIBILITY ON PROCESS EXECUTION © 2018 Software AG. All rights reserved. For internal use only

8 |

Select model or model elements for

CONTEXT-SENSITIVE INFORMATION

See CORRESPONDING

KPIs and start to analyze

VISIBILITY ON KPIS IN PROCESS DIAGRAMS © 2018 Software AG. All rights reserved. For internal use only

9 | © 2018 Software AG. All rights reserved.

“What global

differences do we

currently have in our

mortgage lending

process?

How can we

harmonize it?”


10 |

Analyze and benchmark your

process performance based on

arbitrary dimensions such

as time or location.

Discover the actual execution

sequence of your processes to

gain full transparency on

process reality.

ARIS PROCESS MINING


STANDARDIZE PROCUREMENT PROCESSING

Discover process Benchmark variants

Compare your to-be process design with the

actual as-is execution in order to spot not

standard-compliant process behavior and

conformance issues.

Conformance Check


PROCESS PERFORMANCE AT A GLANCE

PROCESS

PERFORMANCE

in different regions

12 |

Process

WEAK POINTS

identified in

behavioral pattern

BEST PERFORMER

due to lean processes

& HAPPY PATH

BENCHMARK END-TO-END PROCESSES © 2018 Software AG. All rights reserved. For internal use only

13 |

Identified process

CONFORMANCE

ISSUES

Overall process

CONFORMANCE

RATE

CHARACTERISTIC

S of process

conformance rate (e.g. time periods)

PROCESS CONFORMANCE CHECKING © 2018 Software AG. All rights reserved. For internal use only


“What are the

root causes for long

running purchase-

to-pay processes in

our organization?

How can we

improve it?”


15 |

ARIS PROCESS MINING


AUTOMATED PROCESS ANALYTICS BY ROOT CAUSE MINER

Specify your

ANALYSIS

QUESTION

Automatically

identified

ROOT CAUSES

16 |







PROCESS OWNER /

MANAGEMENT

PROCESS MINING

INSIGHTS

ANALYTICS TOOL &

DASHBOARDING

SUCCESSFUL

BUSINESS

TRANSFORMATION

OPTIMIZATION

VISIBILITY

17 |




SIMULATE CHANGES

& ADAPT PROCESS

ANALYZE IMPACT OF CHANGES APPROVE PROCESS CHANGES

IMPLEMENT CHANGES ONGOING PROCESS MINING PROCESS ANALYST /

PROCESS OWNER /

MANAGEMENT




PROCESS OWNER /

MANAGEMENT PROCESS ARCHITECT

PROCESS OWNER

APPLICATION OWNER

PROCESS DESIGNER/OWNER

PROCESS MINING

INSIGHTS CHANGE

REQUEST

ANALYTICS TOOL &

DASHBOARDING

APPROVED

CHANGES

GO LIVE

SUCCESSFUL

BUSINESS

TRANSFORMATION

SAP Enable Now

18 |


“How can we identify potential

RPA activities in our process?

How to measure the effects

of automation projects

end-to-end?”


19 |

ROBOTIC PROCESS DISCOVERY AI POWERED SOLUTION TO ACCELERATE RPA INITIATIVES

• Collects data on user

actions and workflows

• Identifies which

processes to automate

• Generates automation

workflows directly in

RPA Studio

ROBOTIC PROCESS

DISCOVERY

© 2018 Software AG. All rights reserved. © 2018 Software AG. All rights reserved.

20 |

Find frequent, repetitive and

standardized activities, differentiate

between already automated and

user-driven activities

Reality check to identify as-is process

execution and process KPIs

ARIS PROCESS MINING


PROCESS DISCOVERY: SALES ORDER PROCESSING

Discover process reality Identify automation potential

Analyze RPA-enabled processes, gain

transparency on RPA improvements

(e.g. time saving, cost reduction, etc.),

spot shifting bottlenecks

Transparency on RPA

21 |

© 2018 Software AG. All rights reserved. For internal use only

STOP FIRE FIGHTING PROCESS BOTTLENECKS

22 |

© 2018 Software AG. All rights reserved. For internal use only

BE IN FULL CONTROL OF PROCESS MANAGEMENT

23 |

WHY ARIS PROCESS MINING?

BRING YOUR PROCESS REPOSITORY TO LIFE

COMPLEMENT YOUR PROCESS MANAGEMENT LIFECYCLE

LIFT YOUR ORGANIZATION TO THE NEXT BPM MATURITY LEVEL


»Software AG focuses on the depth of process mining

functionality as well as on the breadth of operations.

Our survey revealed that Software AG focuses

significantly more than its competitors on

process models and contextualization.«

Source:

Market Guide for Process Mining, 2018

24 |

Dr. Julian Krumeich Senior Product Manager ARIS

Products: ARIS Process Mining & ARIS Process Performance Manager

ARIS for SAP Solutions

Special topics: IoT-driven Business Transformation with ARIS

+49 681 210 1230

linkedin.com/in/JulianKrumeich

twitter.com/JulianKrumeich

[email protected]


Yara’s Process Optimization

Journey

November 2018

Responsibly feed the world

and protect the planet

Our Mission A collaborative society;

a world without hunger;

a planet respected

Our Vision

26

Our Values

Ambition

Collaboration

Accountability Curiosity

27

28

Born in Norway, we have pioneered agricultural

growth and production for over 100 years

Going public —

industry shaper

March 25, 2004, Yara is

listed on the Oslo Stock

Exchange. The tagline

‘Knowledge grows’

introduced.

Yara offers solutions and

work with public and

private partners to create

profitable and sustainable

growth both for

shareholders, stakeholders

and society at large

2004-2014

Going

global Qafco JV established in

1969. Yara acquires

companies in the

Netherlands, Sweden,

Germany, the UK, France,

Italy and China and

establishes an office in

Zimbabwe. Adubos Trevo

is acquired in Brazil.

1960-2003

Knowledge grows

— providing

shared value

Yara´s knowledge,

products and solutions

grow farmers’, distributors’

and industrial customers´

businesses profitably and

responsibly while nurturing

and protecting the earth´s

resources, food and

environment.

2015

Extending

our reach Stockholm is home to a

new sales office and the

USA becomes a customer.

The Glomfjord plant opens

using hydroelectric power

to upgrade ammonia to

calcium nitrate and NPK.

1940-1959

Attracting Royal

attention New large scale production

plants opening and under

construction in Notodden

and Rjukan respectively

are visited by King

Chulalongorn of Siam. The

plant at Herøya

established in 1928. First

production of regular NPK

fertilizer in 1938.

1906-1939

Birkeland’s

invention Birkeland’s discovery that

hydroelectric power could

be used to extract nitrogen

from the air led to Norsk

Hydro opening December

2, 1905.

1900-1905

29

Basic products

Ammonia Urea TAN Nitric Acid Nitrates SSP CN NPK

We deliver a complete

portfolio of offerings

Crop

Nutrition

solutions

Industrial

solutions

Environmental

solutions

What

We

offer

30

Revenue

NOK 93.8

Billion (USD 11.4 Billion)

In 2017

In numbers

More than

17,000 employees

Sales to about

160 countries

31

Our global presence is growing

+17000 The number of people we employ

+60 The number of countries we operate in

20 million The number of farmers we work with

+160 The number of countries we sell to

800 Agronomists on the ground

9000 Retail outlets

300 million people our products help to feed

32

We sold 34.3 million tonnes of products and solutions globally in

2017

Industrial products & solutions

Fertilizers

Sales figures mill. tonnes

%= total sales

NorthAmerica

12.0%

3.0

1.1

Latin-America

35,7%

0.8

11.4

Europe40.4%

4.7

9.2

Africa 4.8%

1.3 0.3

Asia 7.1%

2.2

0.2

*Ammonia trade not included

33

Our Journey with Software AG

34

Challenges

• Rapid expansion through various mergers and acquisitions in Europe

and Globally

• Operating multiple ERP solutions across the globe (SAP and SUN)

• Cost efficiencies essential in order to stave off competition

• Process standardization and streamlining for better use of resources

35

Proof of Concept

Order-to-Cash process was identified as a strong candidate for

optimization

36

http://www.elgamificator.com/wp-content/uploads/2011/09/sap_logo1-570x194.gif

ARIS PPM

• ARIS PPM was selected as the best tool to interrogate our YSAP system

for detailed insight into the Order-to-Cash (O2C) process in our

European market.

• Supported by highly skilled Software AG consultants in configuring

necessary the extractors and building a dashboard and reports to be

piloted in France.

• Successfully delivered on time and within budget. Well received by the

business with daily refreshes allowing deeper insight into specific

issues in the O2C process.

37

Findings

38

Findings

39

Conclusions

• ARIS PPM powerful tool for process mining but Yara required a supply chain harmonization

project before true value could be fully delivered.

• Initiated Yara’s Process Orientation journey

• Yara’s decision to adopt SAP best practice processes lead to the Procurment of IPR content

from Software AG also running a full reverse documentation of the Yara YSAP solution into

ARIS

• ARIS is now the accepted standard across all of Yara for Enterprise Architecture and Business

Process Design.

40

41


Eric Roovers

Senior Director Transformation Solutions

Software AG EMEA


REACH BUSINESS TARGETS WITH EXCELLENT PROCESSES

43 |

Easy, fast access to work instructions

Active improvement feedback

Design and analyse way of working

Track adoption and effectiveness

Monitor efficiency and change progress

Define and share operating vision

Align and prioritise strategic initiatives

Plan strategy execution

ENTERPRISE MANAGEMENT SYSTEM


PLATFORM TO ALIGN ACROSS ALL DIMENSIONS

EXECUTIVE

LEVEL

MANAGEMENT

LEVEL

WORKFORCE LEVEL

ENTERPRISE

MANAGEMENT SYSTEM

SERVICE

E2E PROCESS

PROCEDURE

44 |

Easy, fast access to work instructions

Active improvement feedback

Design and analyse way of working

Track adoption and effectiveness

Monitor efficiency and change progress

Define and share operating vision

Align and prioritise strategic initiatives

Plan strategy execution

ENTERPRISE MANAGEMENT SYSTEM


THE MANAGEMENT TOOLKIT

EXECUTIVE

LEVEL

MANAGEMENT

LEVEL

WORKFORCE LEVEL

ENTERPRISE

MANAGEMENT SYSTEM

SERVICE

E2E PROCESS

PROCEDURE

45 |

STREAMLINING STRATEGY EXECUTION


BUSINESS CAPABILITIES

Resource alignment

Prioritisation and planning

Operating model design

Process design & simulation

Process governance

Service architecture

Customer journey analysis

Conformance tracking

Alerting

Adoption tracking

Attestation and feedback

Performance tracking Performance analysis

Paperless work instructions

Vision to

Strategy

Strategy to

Implementation Implementation to

Adoption Adoption to

Execution

Compliance assurance

ONE Cross-functional, Multi-disciplinary, Connected Collaboration PLATFORM

Process automation

46 |

STREAMLINING STRATEGY EXECUTION


BUSINESS CAPABILITIES

Resource alignment

Prioritisation and planning

Operating model design

Process design & simulation

Process governance

Service architecture

Customer journey analysis

Conformance tracking

Alerting

Adoption tracking

Attestation and feedback

Performance tracking Performance analysis

Paperless work instructions

Vision to

Strategy

Strategy to

Implementation Implementation to

Adoption Adoption to

Execution

Compliance assurance

ONE Cross-functional, Multi-disciplinary, Connected Collaboration PLATFORM

Process automation

47 |

ANOTHER WAY OF LOOKING AT THIS


RUN CHANGE IMPLEMENT

Monitor performance

Track conformance

Monitor incidents & issues

Test controls

Analyse customer journey

Align across functions

Define automation targets

Design & simulate process

Monitor IT development

Roll out way of working

Track adoption

Gather feedback

C-SAT levels

FOOP

CAPEX/OPEX

Inventory levels

Accidents

Risk levels

Change request processing

Design completion

Review and approval

progress

Roll out/deployment

progress

Adoption ratio

Attestations

E-SAT levels

Effectiveness

48 |

MANAGEMENT TOOLKIT FOR RUNNING PROCESSES


PROCESS & BUSINESS KPIS ALONGSIDE WORK STANDARDS

RUN

Monitor performance

Track conformance

Monitor incidents & issues

Test controls

C-SAT levels

FOOP

CAPEX/OPEX

Inventory levels

Accidents

Risk levels

49 |

MANAGEMENT TOOLKIT FOR CHANGING PROCESSES


EXECUTIVE VIEW OF TRANSFORMATION OBJECTIVES

CHANGE






Design completion

Review and approval

progress

50 |



ANALYSE EXECUTION SCENARIOS

CHANGE






Design completion

Review and approval

progress

51 |



ANALYSE THE CUSTOMER JOURNEY

CHANGE






Design completion

Review and approval

progress

52 |



REDESIGN AND SIMULATE IMPROVEMENTS

CHANGE






Design completion

Review and approval

progress


INTERMEZZO: CJM AND AGILE VERSUS BPM 😱

TL;DR

They are complimentary

54 |

CUSTOMER JOURNEY MAPS AND BUSINESS PROCESSES


TWO PERSPECTIVES

End to end process

• Customer-oriented but focuses on

aligning work internally

• Considers all required activities, including those

that the customer doesn’t see

• Combines CX with compliance, technical and

business requirements

Customer journey

• Customer-oriented and focuses on the full

customer experience

• Considers all customer activities related to

experience even if not related to a service

• Provides CX requirements for internal processes

55 |

AGILE AND BUSINESS PROCESSES


COMPLIMENTARY APPROACHES

Process

• Collaborative effort between multiple

experts (business, CX, compliance, IT)

• Best developed in cyclic approach,

continuously optimizing

Reusable internal service, e.g.

“Customer Identification”

• Typically owned by another function

• Reused across many processes

• Therefore, continuously changing and optimizing

End to end process

• Multiple teams

• Multiple owners

• Multiple systems

Customer service

• CX is key

• Requires short-cyclic, iterative approach

• Continuously changing and optimizing

Too complex for agile

BPM needed

56 |

AGILE AND BUSINESS PROCESSES

• AGILE ensures that teams of experts collaborate on producing results quickly

within a narrowly bounded scope

• BPM ensures that services,

systems and processes

are aligned on macro scale

• Without BPM, AGILE

will reduce your ability to

execute because of

accruing misalignments

on macro level


COMPLIMENTARY APPROACHES


BACK ON TOPIC 😁

58 |



MONITOR DEVELOPMENT PROGRESS

CHANGE






Design completion

Review and approval

progress

59 |

MANAGEMENT TOOLKIT FOR IMPLEMENTING PROCESSES


SHARE WAY OF WORKING VIA PORTAL OR MOBILE

IMPLEMENT



Track adoption

Gather feedback

Roll out/deployment

progress

Adoption ratio

Attestations

E-SAT levels

Effectiveness

../../../../Products/ARIS/ARIS Mobile API/ARIS+Mobile+Process+Guide+final.mov

60 |

MANAGEMENT TOOLKIT FOR IMPLEMENTING PROCESSES


TRACK ROLL-OUT, ADOPTION, FEEDBACK

IMPLEMENT



Track adoption

Gather feedback

Roll out/deployment

progress

Adoption ratio

Attestations

E-SAT levels

Effectiveness

61 |

REMEMBER THIS?

SIMULATE CHANGES

& ADAPT PROCESS



PROCESS OWNER /

MANAGEMENT




PROCESS OWNER /


PROCESS OWNER

APPLICATION OWNER



PROCESS MINING

INSIGHTS CHANGE

REQUEST

ANALYTICS TOOL &

DASHBOARDING

APPROVED

CHANGES

GO LIVE

SUCCESSFUL

BUSINESS

TRANSFORMATION

62 |

REMEMBER THIS?

SIMULATE CHANGES

& ADAPT PROCESS



PROCESS OWNER /

MANAGEMENT




PROCESS OWNER /


PROCESS OWNER

APPLICATION OWNER



PROCESS MINING

INSIGHTS CHANGE

REQUEST

ANALYTICS TOOL &

DASHBOARDING

APPROVED

CHANGES

GO LIVE

SUCCESSFUL

BUSINESS

TRANSFORMATION


SIMULATE CHANGES

& ADAPT PROCESS



PROCESS OWNER /

MANAGEMENT




PROCESS OWNER /


PROCESS OWNER

APPLICATION OWNER


PROCESS MINING

INSIGHTS CHANGE

REQUEST

ANALYTICS TOOL &

DASHBOARDING

APPROVED

CHANGES

GO LIVE

SUCCESSFUL

BUSINESS

TRANSFORMATION

64 |

SUPPLY CHAIN MONITORING & OPTIMIZATION


Manufacturing unit for

biotech food ingredients

1. High rate of late deliveries of raw

materials by vendor, resulting in higher

than desired safety stocks

2. Frequent interruptions in the frozen

part of the production planning, leading

to inefficient use of production capacity

3. Problems with achieving desired level

of delivery reliability to customers,

causing lower than planned customer

retention and revenue realization An improvement program using ARIS was executed to find root

causes and solutions

65 |

LINKING PPI’S TO KPI’S PROVIDED REQUIRED INSIGHT


AND LED TO EXCEEDING BASE CASE RESULTS



Mirza Salihagic

Senior Product Marketing Manager

webMethods Dynamic Apps and Operational Intelligence


ROBOTIC PROCESS AUTOMATION WORK FASTER, SMARTER AND STRONGER!

68 |

INDUSTRIAL ROBOTS HAVE CHANGED BLUE COLLAR WORK


69 |

INDUSTRIAL ROBOTS HAVE CHANGED BLUE COLLAR WORK


70 |

SOFTWARE ROBOTS WILL CHANGE WHITE COLLAR WORK

4 million ROBOTS by 2021 doing office and

administrative, sales and related tasks

SOURCE: "The Forrester Wave™: Robotic Process Automation, Q1 2017”


71 |

MANUAL ACTIVITIES CURB PRODUCTIVITY PROCESS DELAYS, ERRORS, HIGHER COSTS

Work using

paper forms

Spreadsheets,

Power-Point slides

Collect data from

different systems

and retyping

Manually fill in

digital forms


72 |

ROBOTIC PROCESS AUTOMATION (RPA) CAN HELP

ACCELERATE

PROCESSES

INCREASE

PRODUCTIVITY

IMPROVE

QUALITY

REDUCE

COSTS


73 |

DIGITAL WORKFORCE PERFORMING RULE-BASED, REPETITIVE TASKS

• Robots live on users` DESKTOP

• User can run the robot to complete a task

TASK ASSISTANTS

• Robots run on the SERVER

• Human intervention only in case of exceptions

VIRTUAL WORKFORCE


Transferring data

between applications

and systems

Data extraction

and conversion

Mass email handling

(generation, archiving,

extracting)

Reporting File processing

and storage

74 |

Line of Business

Industry

Banking Insurance Manufacturing Retail Energy Utilities

Customer

Service

Finance &

Accounting Sales IT HR

USE CASES


ACROSS INDUSTRIES

75 |

WEBMETHODS RPA


TOP DIFFERENTIATORS

QUICK ROI ENTERPRISE WIDE

PROCESS IMPROVEMENT

• Designed for process

experts with no

programming skills.

• Automated processes are

easily created using the

visual approach and can be

augmented with extensive

advanced commands.

DESIGNED FOR

BUSINESS USERS

• Ability to automate ANY kind

of application (desktop, web,

Citrix, legacy)

• Faster implementation (one-

shot recordings of

automation flows across

apps)

• Lower cost of maintenance

(in case of UI changes)

UNIQUE, PATENTED

TECHNOLOGY

• Support for attended,

unattended and hybrid

automation

• Robotic and human

workforce interaction using

attended and unattended

automation

HYBRID

SOLUTION

• Robotic Process Discovery

• Integrated with Software AG

Suite of products allowing

implementation of any kind

of automation scenario, with

complex workflow, case

management, mobile, and

process visibility.

END-TO-END

AUTOMATION


RPA AND BPM STRATEGIC APPROACH TO DIGITAL

BUSINESS AUTOMATION

78 |

DYNAMIC CASE

APPS

WORKFLOW

APPS

DIFFERENT TYPES OF WORK FROM STRUCTURED TO DYNAMIC


PROCESS

AUTOMATION

EXAMPLE:

ORDER TO CASH

EXAMPLE:

REVIEW & APPROVALS

EXAMPLE:

COMPLAINTS MANAGEMENT

Structured Dynamic

79 |

RPA AND BPMS CO-EXIST HOW THESE TWO WORLDS COME TOGETHER

Dev QA Architect API Manager Administrator

SDLC

Acceleration Departmental

Analysts NO CODE

Analyze Design/Code Develop Test Run

RPA

BPMS Transformation


80 |

EXAMPLE


LOAN REQUEST

Starts

the process Search

customer

in SAP

Credit

Rating

Risk?

Approved Offering

declined

Proposal

submitted

Send Proposal

EMail

Prospect

yes

no

accepted

declined

Create

Proposal

Clerk Four-Eyes

Principle

Manager

Automated Task

User Task

RPA

81 |

DYNAMIC APPS PLATFORM INTEGRATED PROCESS, CASE & ROBOTIC AUTOMATION


CLOUD DATABASES ERP CRM

Adapter Adapter Adapter Connector

Service API API Service

Start

Task

Task End

Human workforce Virtual workforce Hybrid workforce

WORK AUTOMATION

DYNAMIC PROCESS

ORCHESTRATION

PREDICTIVE, CLOSED-LOOP

ANALYTICS

MARKET LEADING

INTEGRATION

LOW-CODE DEVELOPMENT

DATA SOURCES

INT

EG

RA

TIO

N

OR

CH

ES

TR

AT

ION

W

OR

K

MA

NA

GE

ME

NT

RPA

82 |

CUSTOMER EXPERIENCE AND OPERATIONAL EFFICIENCY


THE WAY TO DIFFERENTIATE IN DIGITAL AGE

“The path to digital transformation goes

through user experience. The closer users

get to the processes, the faster and more

efficient they become, and the more user

satisfaction goes up. To get there, these

systems must meet the users on their terms

with consumer-like experiences across all

channels.” Source: "Traditional BPM Gives Way To

Digital Process Automation, February 2017, Forrester.”)

83 |

IMPROVING EXPERIENCE


USE CASES ALONG THE CUSTOMER JOURNEY

• First impressions last

• Fast and efficient onboarding of

customers can become one of the

main differentiators of your

business

• 52% of companies are

reengineering their onboarding

process to better support

digital technologies1

CUSTOMER

ONBOARDING

• Significant impact on customer`s

perception of the company

• Best opportunity to better satisfy

and retain customers

• 64% of companies are

reengineering their customer

service to better support digital

technologies2

CUSTOMER

SERVICE

• Increasing number of workforce is

closer to the customer

• The right tools can significantly

increase productivity and

efficiency

• 72% of total U.S. workforce is

working outside the office by

20203

WORK

MANAGEMENT

1, 2 "Vendor Landscape: BPM Platforms For Digital Automation, February 2017, Forrester.” 3 http://www.businesswire.com/news/home/20150623005073/en/IDC-Forecasts-U.S.-Mobile-Worker-Population-Surpass

84 |

TOP CHALLENGES FOR BUILDING APPS

How to CREATE and CHANGE apps efficiently? 1

How to support different WORK SCENARIOS and DEVELOPMENT approaches with ONE platform? 2

How to INTEGRATE with other systems and ANALYZE operations in real-time? 3


85 |

CREATE AND CHANGE BUSINESS APPS


Assemble

Execute

Monitor

Optimize

Quickly start using

out-of-the-box user interfaces

Rapidly create prototypes

using low-code development

Create enterprise-grade apps

and implement changes easily

QUICK ENOUGH TO MEET BUSINESS NEEDS

86 |

SUPPORT DIFFERENT DEVELOPMENT APPROACHES AND LEVERAGE SYNERGIES BETWEEN THEM


IT Driven Low-Code

IT Developer

Systems of record

(move slow)

Known requirements

Stable system or record

Traditional, systematic

application development

Programming

Innovation and

differentiation (fast)

Shifting requirements

Experimental prototypes

Agile application

development

Configuration

Proven Prototypes

DevOps Methodologies

Services and APIs

Stable infrastructure

Subject matter

expert

IT Developer

87 |

DYNAMIC CASE

APPS

WORKFLOW

APPS

SUPPORT DIVERSE WORK PATTERNS WITH ONE PLATFORM


PROCESS

AUTOMATION

EXAMPLE:

ORDER TO CASH

EXAMPLE:

REVIEW & APPROVALS

EXAMPLE:

COMPLAINTS MANAGEMENT

Structured Dynamic

88 |

MONITOR AND MANAGE WITH PREDICTIVE ANALYTICS


PREDICTIVE, ACTIONABLE ANALYTICS

ANALYTICS ALERTS ACTIONS

DECIDE ACT MONITOR

PREDICTIONS

89 |

NO APP IS A SILO INTEGRATE WITH ECOSYSTEM OF LEGACY APPS, DATA AND THINGS


CONNECT

your ecosystem

Partners Cloud/ (web) Apps

Packaged Applications

Databases Mainframes Application Servers

Access and visibility

from anywhere

Secure connectivity

between cloud and

on-premises

Easy-to-use tools:

configure vs code

Reuse your existing

investments

Things

90 |

DYNAMIC APPS PLATFORM DIGITAL PROCESS AUTOMATION AND LOW-CODE APPS

IT-Driven Low-Code

Structured Dynamic

Standardized Differentiating

Dynamic Apps

• Visual Forms

• Coded App Logic

• Services & Events

• API Enabled

• Process

• Tasks

• Rules

• Case

• Web

• Mobile

• IoT

• Social

• Discovery

• Operational

• Predictive

AUTOMATION TOOLS

CONNECTIVITY DEVELOPMENT

ANALYTICS


91 |

DYNAMIC APP DEVELOPMENT FOR BUSINESS AND IT PROFESSIONALS


92 |

AUTOMATION TOOLS PROCESSES, CASES, TASKS, RULES


93 |

CUSTOMIZABLE USER INTERFACE FOR EASY ACCESS


94 |

ANALYZE, EXPLORE, MANAGE WITH ACTIONABLE REAL-TIME ANALYTICS


95 |

MIC

RO

SE

RV

ICE

S

API MANAGEMENT

INTEGRATION

Op

era

tion

al

Inte

lligen

ce

CITIZEN

DEVELOPER

BUSINESS

USERS

Task & Case Robotic

Automation

Low-Code

App Dev BUSINESS

ANALYST

Partners D

EV

OP

S

PROFESSIONAL

DEVELOPER

AI

& M

ac

hin

e

Le

arn

ing

Things Cloud Apps Mobile Portals

UNIVERSAL CONNECTIVITY BUILT ON WEBMETHODS INTEGRATION PLATFORM

Social

Packaged Apps Databases Mainframe

Big Data Content

HY

BR

ID C

LO

UD


96 |

DYNAMIC APPS PLATFORM


FOR BETTER CUSTOMER EXPERIENCE AND EFFICIENCY

• Effectively support any work scenario – from fully

automated to dynamic work – with one platform

• Reduce manual tasks that are time consuming, error

prone and costly

• Consistently apply business rules and processes

INCREASE OPERATIONAL

EFFICIENCY

• Get real-time visibility into your processes

• Take action based on real-time analytics to manage

exceptions before they impact your customers

• Continuously optimize your processes

IMPROVE VISIBILITY AND

QUALITY

• Quickly respond to changing business requirements

and technology trends

• Enable business users to easily change forms, rules

and workflow.

INCREASE AGILITY AND

FOSTER INNOVATION

• Create applications to better engage with your

customers

• Simplify and speed up your customer facing

processes to get them onboard faster and provide

better service

IMPROVE CUSTOMER

EXPERIENCE

97 |

DYNAMIC APPS PLATFORM INTEGRATED PROCESS, CASE & ROBOTIC AUTOMATION


CLOUD DATABASES ERP CRM

Adapter Adapter Adapter Connector

Service API API Service

Start

Task/Case

Task/Case End

Human workforce Virtual workforce Hybrid workforce

WORK AUTOMATION

DYNAMIC PROCESS

ORCHESTRATION

PREDICTIVE, CLOSED-LOOP

ANALYTICS

MARKET LEADING

INTEGRATION

LOW-CODE DEVELOPMENT

DATA SOURCES

INT

EG

RA

TIO

N

OR

CH

ES

TR

AT

ION

W

OR

K

MA

NA

GE

ME

NT

RPA


ARIS PROCESS MINING - software.agsoftware.ag/Images/innovationtour_nordics/Track 1 presentations.pdf · 13 | Identified process ... Adubos Trevo is acquired in ... 3 -Forecasts U.S.

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