In the financial services sector, aligning business processes with overarching strategic goals is not just beneficial; it's imperative for sustained growth and competitive advantage. Thedemonstrates this need, revealing that 91% of companies attribute increased business growth to process automation, with 94% acknowledging its role in enhancing operational efficiency and 93% confirming its positive impact on customer experiences.
The journey toward strategic and scaled adoption of process orchestration emerges as a clear path to achieving these outcomes. In other words, the people, systems and devices associated with each automated process need to be meticulously coordinated from end to end., 92% of advanced automation adopters use end-to-end automation as a part of their strategy now or plan to do so within three years.
Practically speaking, to achieve true end-to-end automation, companies need to think beyond the traditional project-based or point solutions approach to automation. Project-based thinking often limits visibility into the end-to-end process impacts. Let’s explore how to break down this problem and achieve the desired business results.The essence of strategic process alignment lies in comprehensive planning and global thinking.
What’s more, leveraging process design frameworks like BPMN or DMN can further enable cross-functional collaboration, using easy-to-understand flowchart diagrams to help stakeholders visualize how processes work.Optimizing processes on an ongoing basis is an often-overlooked step.
With thoughtful planning, stakeholder engagement and continuous improvement, organizations can scale their automation efforts and translate end-to-end process automation into measurable business success. The benefits of such alignment—ranging from improved operational efficiency and customer satisfaction to compliance and faster market entry—are substantial.