Think about processes – How workflows become the driving force behind transformation

Digital transformation, new business models, growing competitive pressure: companies are forced to constantly realign themselves. In many cases, the focus is on strategy, occasionally on organisational structure. However, what is often overlooked is that processes are the connecting element between structure and implementation. If you really want to implement transformation, you need to not only think about processes, but rethink them.

Processes as a foundation, not a by-product

In practice, processes are often seen as something that ‘just happens.’ In the best case, they are documented; in the worst case, they exist only in the minds of individuals. But processes are not a minor detail; they are the backbone of every functioning organisation. They define how tasks are completed, how information flows, and how decisions are prepared and implemented.

In transformation projects, it quickly becomes apparent that even the best strategies fail if processes are unclear, outdated or not coordinated. New structures cannot take effect if the workflows do not follow suit. Technologies have no impact if they encounter inconsistent processes. And employees lose confidence when their daily work is made more difficult by contradictory workflows.

Why transformation fails because of processes

Many companies start transformations from the top down. There are new goals, new organisational charts and new tools. But the actual workflows, the processes that determine everyday life, remain untouched or are only superficially adjusted. This leads to a dangerous imbalance: the structure is formally new, but the work remains operationally old.

Typical symptoms:

• Process breaks between old and new areas of responsibility
• Duplicate work due to unclear interfaces
• Resistance within the team because processes become more complex instead of simpler
• Inefficiencies due to a lack of standardisation or automation

Transformations stall or fail completely if processes are not actively changed. Organisational management must take responsibility here and view process work as a core component of any change.

Think strategically about process architecture

A key success factor is that processes must not be viewed in isolation. They must be embedded in an overarching process architecture that fits the strategic direction of the company. This means:

• End-to-end view instead of a divisional view: Processes should be thought of in terms of value creation and customer experience, not in terms of departmental boundaries.
• Transparent responsibilities: It must be clear who is responsible for each process (e.g. as process owner), regardless of line functions.
• Use process maps: A visual representation of all core and support processes helps to identify connections and manage transformations in a targeted manner.

Good process architecture not only maps the current state, but is also used as a strategic control tool to identify bottlenecks, prioritise changes and measure success.

From process analysis to process innovation

If you want to rethink processes, you need more than just classic process documentation. You need to critically examine the question: Why does this process run exactly like this – and could it run completely differently?

The way forward:

• 1. Record and analyse processes: Don't just model target processes, but capture the actual state as it is in real life – including workarounds, media breaks and delays.
• 2. Identify inefficiencies: Where do waiting times, unnecessary coordination or repetitive activities arise? Which steps create real added value – and which don't?
• 3. Recognise automation potential: Where can technology be used to make repetitive tasks more efficient? Which processes are suitable for RPA, low-code or workflow systems?
• 4. Rethink instead of replicate: Don't digitise processes one-to-one, but check whether the overall process still fits today's value creation. Often, innovation lies not in the tool, but in the approach

This approach requires organisations to be willing to question existing routines – and be brave enough to break them.

Integrate processes into the organisation

Processes do not work in isolation. They only are effective when they are integrated with the organisational structure, roles and controls. This requires:

• Role-based process responsibility:Each process should have a clearly designated owner who is responsible for control, improvement and documentation – regardless of their line role.
• Process governance: Processes must be a regular part of control committees, reviews and planning cycles. This is the only way to ensure that they are actively developed.
• Integration with roles and competencies: Processes must be incorporated into competency models and job profiles – employees must know what contribution they make to the process.

This shows that organisational management is not just about building a structure, but also about ensuring that processes are firmly anchored and continuously improved.

Making transformation measurable

An often neglected aspect of transformation processes is measuring success at the process level. While strategic KPIs (such as revenue or customer satisfaction) are regularly collected, many companies lack process-related metrics.

• Important tools include
• throughput times to identify bottlenecks
• error rates to identify quality problems
• process costs to evaluate cost-effectiveness, and
• user feedback to measure acceptance and practical suitability.

This data enables fact-based management of transformation projects. It shows whether new processes are working – and where adjustments need to be made.

Designing effective processes with adesso

We support companies in setting up their process landscape in such a way that transformation can not only be designed but also implemented operationally. Our approach:

• Creating process maps: We visualise and structure existing processes end-to-end to create transparency.
• Establishing process responsibility: Together with our customers, we establish a clear role model for process control.
• Operationalising process improvement: Using methods such as Lean, BPMN, design thinking and process automation, we help to question and redesign existing processes.
• Integrating process governance: We develop structures that enable processes to be controlled, measured and improved on an ongoing basis.

Those who merely document processes are managing stagnation. Those who develop them further are driving transformation.

Conclusion

Processes are more than operational details – they are the link between strategy and implementation. In transformation projects, their quality determines whether change is implemented in everyday life or remains stuck in the concept stage. Companies that actively design their processes create clarity, efficiency and speed. They make their organisation capable of adapting to new requirements – and implement transformation where it has an impact: in everyday activities.

If you are serious about transformation, you have to take processes seriously. Not as an afterthought – but as a starting point.