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EN Process Orchestration Maturity Model 2023

This document introduces a Process Orchestration Maturity Model to help organizations assess their ability to orchestrate business processes across systems and departments. The model evaluates five drivers of maturity: vision, motivation, technology, measurement, and governance. Understanding an organization's maturity level can help address challenges like inefficient processes and technical debt that hinder digital transformation goals. Higher maturity is achieved through strategic, scaled adoption of end-to-end automation aligned with business objectives.

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Jardiel Caqui
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0% found this document useful (0 votes)
33 views

EN Process Orchestration Maturity Model 2023

This document introduces a Process Orchestration Maturity Model to help organizations assess their ability to orchestrate business processes across systems and departments. The model evaluates five drivers of maturity: vision, motivation, technology, measurement, and governance. Understanding an organization's maturity level can help address challenges like inefficient processes and technical debt that hinder digital transformation goals. Higher maturity is achieved through strategic, scaled adoption of end-to-end automation aligned with business objectives.

Uploaded by

Jardiel Caqui
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Introducing

the Process Orchestration


Maturity Model
Assessing the value
of process orchestration
to your organization’s
strategic automation
efforts

September 2023 camunda.com


Contents

Introduction: Process orchestration as a strategic imperative���������� 3

Why process orchestration maturity matters����������������������������������� 4

Inside the Process Orchestration Maturity Model ���������������������������� 5

Process Orchestration Maturity Drivers������������������������������������������� 5

Process Orchestration Maturity Model��������������������������������������������� 6

Accelerating through the Maturity Model����������������������������������������� 7

Level 0: No Process Orchestration�������������������������������������������������������� 7

Level 1: Single Project or Ad-Hoc Use�������������������������������������������������� 7

Level 2: Broader Initiative �������������������������������������������������������������������� 8

Level 3: Distributed Adoption��������������������������������������������������������������� 8

Level 4:Strategic, Scaled Adoption������������������������������������������������������� 8

Conclusion: Proving the value of process orchestration������������������� 9

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Introduction: Process
orchestration as a strategic According to 72% of the survey
imperative respondents, real-world,
business-critical processes
Process orchestration is critical to accelerating are becoming more complex to
automation, hyperautomation, and digital maintain. That’s because many
transformation alike, leading to greater of these processes consist of:
efficiencies and better business outcomes.
According to the 2023 State of Process ▪ Multiple steps
Orchestration report, 96% of respondents
believe that automation is critical to achieving ▪ A large number of different
their digital transformation goals. endpoints — including
people, systems, devices,
To achieve these goals, many organizations and even departments
adopted emerging automation technologies
and tools, ending up with fragmented ▪ Workflows that need to be
automation pieces loosely coupled with each executed in parallel
other. At first, automating even a single part
of a big process returned a lot of value, but ▪ Situations that require
eventually, a growing number of local solutions exceptions handling
created more complexity to manage the
whole end-to-end process. In addition, this ▪ And more
hindered opportunities for optimization and
improvement, leading to automation stagnation
and declining ROI. 2023 State of Process Orchestration

This happened because many business-critical


processes are complex by nature.

In addition, according to McKinsey, 65% of smaller companies report success with automation,
compared with just 55% at large organizations. What’s preventing that number from being
higher? Process orchestration can help organizations accelerate along their digital transformation
journey by addressing the process challenges detailed above — at the scale and speed required
for modern organizations.

What is process
orchestration?
Process automation and orchestration
are closely related. Process
orchestration coordinates the various
endpoints of a business process, and
sometimes even ties multiple processes
together. Process orchestration helps
you work with the people, systems,
and devices you already have – while
achieving even the most ambitious
goals around end-to-end process
automation.

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Why process orchestration maturity matters
Over the past five years, organizations have accelerated their
digital transformation efforts, adding new technology systems and
processes to their mix at an unprecedented rate. In fact, software
spending in this time period outpaced the general inflation rate
by 4x. As organizations consider the impact of this spending spree,
many are disappointed by how these new systems and processes
lack alignment with their business goals. Undoing the high costs of
transformational debt means considering how new technology fits in
with the old. That includes how processes flow seamlessly from end
to end — across people, systems and devices.

New software means new silos that impact internal efficiency,


business agility, time-to-value, and customer experiences.
Organizations who are not implementing process orchestration
across these silos often experience:

Broken or inefficient customer Unnecessary inefficiency due to An inability to


experiences poorly identified, implemented, measure effectiveness
executed, and maintained or continuously improve
processes automated processes

To contrast, organizations that are highly mature in their process


orchestration lifecycle implementations experience strategic,
scaled adoption of end-to-end automation, aligned with their
specific business goals and initiatives. According to Deloitte, 92% of
advanced automation adopters leverage end-to-end automation as
a part of their strategy now, or plan to do so in the next three years.

The result is achieving measurable business outcomes such as:

Marked improvements in Greater internal efficiency, A higher degree of overall


customer experience, driving lowering costs automation, driving digital
revenue opportunity transformation objectives

Let’s take a closer look at the maturity model, and how your
organization can advance in its process orchestration maturity.

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Inside the Process Orchestration Maturity Model

The Process Orchestration Maturity Model seeks


to identify organizations’ comfort levels and
ability to execute process orchestration projects Some common challenges
and strategies across a number of “drivers,” might include:
or factors that help inform their maturity level.
Improving maturity can help teams overcome
the technology and people challenges standing ▪ Lack of strategic oversight and
in the way of meeting their automation goals. visibility

All of these challenges negatively impact the ▪ Legacy technology problems and
business. Sometimes, more people need to growing technical debt
get involved in what should be an “automated”
process, adding unnecessary costs. Other times, ▪ A lack of integration capabilities
inefficient processes and slow response times
impact the customer or employee experience. ▪ Performance, reliability, and
Not to mention, many teams experience mount- scalability problems
ing legacy infrastructure maintenance costs.
▪ And more
To overcome these challenges and their
resulting business impacts, organizations can
assess their overall maturity by looking at where
they stand relative to the model’s five drivers of process orchestration maturity. By doing so, they can
identify the key areas to focus their efforts to get the most value out of both new and existing digital
transformation investments.

Process Orchestration Maturity Drivers

Vision Measurement

What is the awareness of process How does the organization define


orchestration as a distinct compe- process orchestration success, and
tency in the organization? Why does how capably can the organization
it matter to the organization? track that success?

Motivation Technology

What goals are the organization What technology philosophies,


trying to achieve through its process platforms, and solutions power
orchestration practice? the organization’s process
orchestration efforts?

Team Structure

Who defines the standards


and policies for how process
orchestration should be used? Who
is responsible for implementing
these changes?

After evaluating where they stand using the Maturity Model framework on the next page, organizations
can visualize their ranking across maturity levels from 0–4.

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Process Orchestration Maturity Model

Level 0 Level 1 Level 2 Level 3 Level 4

No Process Single Project Broader Distributed Strategic,


Orchestration or Ad-Hoc Use Initiative Adoption Scaled Adoption

Vision Some process Focused on single, Broader, scaled-up Evolving toward a Clearly defined
elements may mission-critical initiatives are focused practice where process strategy around
have automated process orchestration on better business orchestration supports technology,
components; they are projects, or projects outcomes; measuring organization-wide methodology, and
too dispersed to be that focus on a success remains a digital transformation people to execute
measured “broken” process challenge goals process orchestration
at scale; ability to
execute that vision is
evenly matched

Motivation Galvanized to improve Urgent need to “fix” Focused on driving Harnessing process Demonstrated track
inefficient processes; broken/inefficient critical business orchestration to drive record of delivering
may struggle with mission-critical outcomes from strategic business strategic value to
processes not process justifies process orchestration outcomes, at scale and organization through
working efficiently or process orchestration at a rapid pace, for the process orchestration
effectively investment entire organization motivates teams
to deliver business
transformation at scale

Team IT team is not set up Team often takes IT teams want to May have Global CoEs act
Structure to centralize projects decentralized, empower business implemented a Center as “SaaS platform
or resources “sprouting mushroom roles to understand of Excellence (CoE) within org,” providing
approach” to disparate their process model or distributed enablement, training,
process orchestration orchestration projects team focused internal consulting,
projects on repeatability, and Connector
enablement, and scale development for
process orchestration
technology solution

Measurement Unable to accurately Focused on completing Focused on defining Have established Focused on defining
measure business single high-need and measuring clear success metrics and measuring
value due to silos and projects; success success for individual for individual process large-scale KPIs that
lack of scale defined as “project is projects and/or orchestration projects; demonstrate process
in production” processes, but still starting to explore orchestration’s
struggle to track KPIs broader process contribution to
orchestration KPIs business outcomes

Technology May have implemented Questioning the legacy Focusing on building Investing in elements Belief that there is
disparate automation systems or monolithic a single technology that increase solution no “one size fits all”
technologies on-premise solutions stack that covers the acceleration; enabling approach to hyper-
that limit advancement entire process lifecycle multiple teams to build automated tech
process orchestration stacks; has instead
solutions at scale built one that fits
their exact needs
without additional
components; also has
dedicated process
orchestration strategy
within stack

6 camunda.com
Accelerating through the Maturity Model
Most organizations want to advance their process orchestration maturity to enhance specific business
outcomes. Depending on the organization’s sector or specific role, this might include improving:

Customer Compliance Cost savings


experiences outcomes

Internal efficiency or IT modernization goals And more


team collaboration without disturbing
business continuity

Given organizations’ varying priorities, advancement may look different for each team. However,
organizations at each of the levels below may share these common characteristics as they accelerate in
their maturity journey.

Level 0:
No Process Orchestration

Organizations at Level 0 may be automating in silos with limited to


no orchestration across processes, but have the most urgent need
to implement process orchestration in some form.

They may find that a lack of orchestration reduces their operational


ability to operate/execute, or hinders their ability to drive digital
transformation. As such, this group is often the most motivated
to break down silos that may negatively impact critical business
outcomes.

These teams can focus on improving their ability to plan or act


strategically or efficiently. Collaboration with business users on
individual processes/projects or in training capabilities could be one
specific area to improve.

Level 1:
Single Project or Ad-Hoc Use

Organizations at this level of maturity are just beginning to realize


how process orchestration can support their business needs on a
project-to-project level.

They will need to invest the most resources into standing up


the people, methods, and technologies needed to improve their
mission-critical business processes and to understand how these
efforts can drive further organizational value.

7 camunda.com
Level 2:
Broader Initiative

Organizations at this level of maturity have experienced some level


of success with process orchestration, although this success may
not have been measurable. They are beginning to question how
to initiate broader process orchestration initiatives to bring more
tangible value to the organization.

Maturity at this level may mean building their organizational strategy


and establishing their team structures. However, they may still
struggle with meaningful measurement.

Level 3:
Distributed Adoption

Organizations at this level of maturity are well on their way to using


their process orchestration practice to drive business outcomes at
scale across their organization. They have a clear understanding of
the power of process orchestration, and are building out a roadmap
to deliver bigger results faster across the organization.

They have the right personnel in place and are advancing maturity
by working on the team structures and measurement practices that
empower them to accelerate solutions across departmental silos
and isolated business functions.

Level 4:
Strategic, Scaled Adoption

Organizations at this level of maturity are delivering digital


transformation due to their ability to drive better business
outcomes. These outcomes are achieved in large part due to the
organization’s ability to deploy process orchestration at scale across
the entire company. Sophisticated strategies, teams, and delivery
methodologies have all combined to drive business outcomes and
deliver value for the organization.

Even so, they understand that continuous improvement is


necessary to achieving their ongoing process orchestration goals,
and are focused on creating and implementing a feedback loop for
improvements.

8 camunda.com
Conclusion: Proving the value
of process orchestration

As organizations advance through their process


orchestration maturity journey, they gain full
visibility and strategic oversight into their end-
to-end processes, driving stronger alignment
between business and IT. As a result, they
can achieve greater automation outcomes
faster, at lower cost, and with reduced risk. In
other words, process orchestration maturity
empowers organizations to achieve a culture
of continuous improvement and adaptability
toward any changes that arise.
Learn more about process orchestration
According to Gartner, “Process orchestration in The Process Orchestration
is critical both to manage end-to-end Handbook.
customer journeys and to provide consistency
of experience to the human workforce.”1 It
has emerged as a transformative strategy
across sectors, empowering organizations
to streamline operations, improve customer
experiences, and drive sustainable
growth. Embracing this approach positions
organizations to thrive in an increasingly digital
and competitive landscape.

With advanced maturity, the optimized use of


process orchestration can drive organizations
toward the ultimate goal of strategic, scaled
adoption. These teams get more value from
automation and orchestration efforts than
their counterparts. Perhaps most importantly,
their efforts are aligned with specific business
outcomes, setting highly mature organizations
apart from the pack in the path toward digital
transformation success.

1 Gartner®, Emerging Tech Impact Radar: Hyperautomation,


28 March 2023

About Camunda
Camunda enables organizations to orchestrate processes across people, systems, and
devices to continuously overcome complexity and increase efficiency. With Camunda,
business users and developers collaborate using BPMN to model end-to-end processes
and run sophisticated automation with the speed, scale, and resilience required to stay
competitive. Hundreds of enterprises such as Atlassian, ING, and Vodafone design,
orchestrate, and improve business-critical processes with Camunda to accelerate digital
transformation. To learn more visit camunda.com.

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