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Moving on from understanding the pain points, the business challenge, we now have a great idea of the end-to-end current business process.
We also know the time an action may take from one department to execute a particular process - and for another department to review the actioned process by the former department - and so on. We therefore have our first measure - TIME!
Furthermore, we shall also understand the type of data that is being captured, why, in what manner, and what it is eventually going to be used for.
So the second measure we have is the data throughput moving around the system/business departments, in any way or form, be it analogue, digital, hybrid, email, verbal, etc.
Such imperative measures shall in their own right define and highlight bottlenecks which may probably be easily digitisied/automated transforming into business opportunities, resulting in further business efficiencies.
Discussing all of these metrics and valid factual points with the 'C' Level Management shall rightly so brew a small storm in a tea cup. Within the first few minutes of the initiation of such discussions, we'll be able to quickly gauge the direction the workshop would be heading. Meaning, either it ends within the first 5 minutes or even last 3 days. It would solely depend on the what has been presented, the true Risk vs Reward scenario.
If all acquired metrics result in acceptable operational costs and are executed/processed in a timely manner, then probably it may not make sense to change - although that is arguable nonetheless. Everything may be improved, albeit the associated investment for the gain acquired may not justify the change nor the investment.
Alternatively, assuming the metrics stack up, evidently highlighting gaps and single points of failures or bottle necks, the highlighted enhancements to the business process and increasing of efficiencies start to make business sense.
Therefore, the main objective of the Feasibility Study Workshop is to:
Define the current AS IS Business Challenges and Process Gaps achieving and haivng in hand factual data.
Translate these metrics into a cost - typically acheived by understanding the resources/roles yearly cost.
Define the vision and process alterations - clearly defining where change MUST occur and WHY.
Roughly set realistic Key Objectives with all stakeholders - implement measures to compare with to know what success looks like.
Identify any potential improvements over and above the set objectives - Providing greater benefit if at all possible, thinking long term to build a high-level roadmap which can be shared and 'visualised' amongst all stakeholders.
Constantly challenge decisions until all stakeholders are 100% comfortable and confident on the way forward.
Properly document all that has been discussed and defined.
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