EN Process Orchestration Maturity Model 2023
EN Process Orchestration Maturity Model 2023
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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
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.
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
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.
Vision Measurement
Motivation Technology
Team Structure
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
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
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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:
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
Level 1:
Single Project or Ad-Hoc Use
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Level 2:
Broader Initiative
Level 3:
Distributed Adoption
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
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Conclusion: Proving the value
of process orchestration
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.