Building strategy doesn’t make sense until you give it a proper structure. Strategy without structure is like making a house on a sheet of paper. We cannot live in a house made on paper; we need to give it a structure. Likewise, making a strategy isn’t enough until you shape it into a structure. And for this, you need an actual operational model to ground your transformation strategy, not just on a piece of paper, presentations, or spreadsheets.
Some companies really have a complex database, that presenting plans on such databases are not understandable by most and lead to various significant problems such as –
All these problems ultimately hamper organizational growth.
“ARIS stands for an architecture of integrated information systems.” It is a free-of-a-charge modeling tool for BPM, developed by IDS Scheer and bought up by AG software. It offers true business process transformation via tightly managed and controlled change. With ARIS, you can create, manage and analyze your end-to-end business processes – the secret to operational excellence that gives stakeholders the tools and insights they need to make better daily decisions.
For almost three decades, ARIS has been the #1 business process analysis and management software solution for organizations seeking to embrace digital transformation.
I was reading an article by a renowned expert in process modeling, “Rob,” who works at British Telecom (BT). Rob explained that modeling a process makes sense, e.g., If there are complex task structures, if you have to ensure consistent product quality, or if you need to reduce waste and ensure efficiency, which has to be done by one to resist them in the competitive market, especially for the new products. For BT, fighting in a very competitive market environment, the logical consequence was to think about a business process modeling initiative to improve their business performance. Over 8 years ago, several people were involved in “processes,” primarily as process writers. They wrote many documents describing BT’s core processes without using common standards and methods in various tools (such as MS Word, PowerPoint, and Excel…). In a word: it was not reusable and not at all easy to understand.
As a first step, BT used ARIS in a single pilot project and set up ARIS Modelling Techniques Teams. The first results from these initial projects were convincing, and ARIS became the de-facto standard for process modeling within the group. It was impressive that all central BT business units use ARIS on a single ARIS server containing more than 1000 process models.
Having ARIS is like having the best player on your team.
It has the largest BPM community in the world. As a process management tool, it provides a lot of transparency when it comes to processes as –
Q3edge was established in 2009, but since 2006 management team has started working on ARIS globally. We have been using ARIS for the past 2 decades working on designing and implementing it. We started our journey with ARIS conceptualization and now working on ARIS implementation; we have traveled so far.
We became a partner with AG software in 2011 and since then have successfully implemented ARIS in India’s leading sectors – Manufacturing, insurance, banking, oil & natural gas, etc. In India, we have also implemented ARIS globally in the oil & natural gas industry.
Q3 edge also conducts certified training programs where we train business professionals on ARIS.
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