BPaaS – Business Process AS A Service

BPaaS

Business Process a a Service 

Palmira offers a flexible and dynamic model for Business process as a service, or BPaaS, providing the right business process outsourcing (BPO) capabilities to deliver based on a remote services model.

Our BPaaS model provides organisations around the EMEA region with the people, processes and technology they need to scale or descale their operation.

Resources are made available and utilised efficiently according to changing requirements. Palmira BPaaS reduces total cost of ownership by providing an on-demand solution based on services needed as opposed to recruitment of Business Process Analyst resources internally.

Simply, you don’t have to keep resources for a long period to serve you for a short-term mission in the unknown future. It is better to call them when you need them, they will be available to serve you from Palmira.

Palmira provides elite service in Business Process Management. Reposning to our clients business process requirements and providing process experts on-demand. Using ARIS and other BPM tools in UAE (Dubai and Abu Dhabi), Jordan, Saudi, Europe.

Find more about our Business Process Management knowledge, methodology and the tools we offer to manage and monitor your processes and KPIs

Continue reading

RaaS – Resource As A Service

RaaS – Resource As A Service

Simply manage size of resources on demand

Finding talents and bringing qualified candidates into organisations takes focused knowledge of the customers changing needs and new challenges. Whether you are keen to find one key Business Consultant, Integration Architect, or a team of skilled technology resources, it’s all about the right fit for your organisation.

Palmira from the pool of internal staff, resume databases, efficient recruiters and a large number of partner echo-systems is able to provide the right kind of profiles in a very short duration. Our recruitment process is very extensive, and the vigorous filtering process ensures that only the right candidates get shortlisted. Considering the large volume of recruitments, often to be done within a small span of time, Palmira engages external hiring consultants as well to help HR source quality candidates for specialised skills, middle & senior level positions.

Offering a flexible financial model to include or exclude all admin and HR services like – payroll, HR, training, yearly appraisal, comprehensive medical and other benefits like family benefits based on the eligibility of the resource are included in all staffing engagements.

Resources-as-a-Service (RaaS) is based on a simple concept: When your business need some extra hands-on expertise, you can effectively acquire selected employees from Palmira established team to work on a temporary basis for you. This allows your organisation to sidestep the often-costly process of finding, screening, and recruiting new hires when their situation may call for a more temporary and/or specialized type of help.

RaaS is ideal set-up for many organizations. RaaS engagement is completely flexible in terms of both scope of work and term. You may need a professional with 10+ years of experience to manage and lead your Business Process Management, API Management, Sustainability initiatives, or it may need a few employees for day-to-day tactical work.

We are in the outsourced staffing for years within general business functions such as Software Development, BPM, Excellence awards,…etc.

Benifits:

  • Cost reduction
  • Flexible, agile, fit-for-purpose support. Bring in any level of expertise without the challenges of hiring process or the long-term financial commitment of bringing in a full-time employee.
  • Speed. RaaS assignments are usually filled in a matter of weeks, and when needed, sometimes within days.
  • Have help when you need it. The ability to “transition out” the RaaS employee is as important as being able to quickly “transition in.”

Continue reading

governance risk & compliance

governance risk & compliance

Full operational GRC
(Manage, control and monitor your risk and audit plan)

BUILD AN EFFICIENT INTERNAL CONTROL SYSTEM

Too much risk is bad for business. Too much control is bad for performance. That’s why Palmira empowers Organisations with Digital Twin capabilities (DTO). We automate the full cycle of Governance, Risk & Compliance (GRC) management and help you keep the right balance between your GRC framework and the rest of your organisation context (Process, service, aplication, channels….). If you are running ARIS for Business Process Analysis, we manage all your GRC requirement.

  • We help our clients to:

    • Easily identify, document and assess risks
    • Simplify audits, schedule audit-related tasks
    • Adapt faster to new regulations—like GDPR—and changes
    • Reduce conflicts between business and control departments
    • Use a “single point of truth” for all compliance activities
    • Monitor compliance processes on a dashboard

    Businesses today operate in a complex and highly dynamic global environment. Everywhere there are regulatory pressures, competitive shifts, compliance violations, geopolitical shocks, disruptive technological innovations, cybercrime, big impact breaches, and more. Managing the risk and compliance impact of these changes is one of the biggest challenges that a GRC practitioner faces. If you are running ARIS for Business Process Analysis, we manage all your GRC requirement through our smart solution Metrix+, that automate all your GRC lifecycle and push back to keepyour repository updated in ARIS.

  • ARIS Governance

  • GRC for Digital Twin Organisation

  • Businesses today operate in a complex and highly dynamic global environment. Everywhere there are regulatory pressures, competitive shifts, compliance violations, geopolitical shocks, disruptive technological innovations, cybercrime, big impact breaches, and more. Managing the risk and compliance impact of these changes is one of the biggest challenges that a GRC practitioner faces.

    According to Gartner: “A DTO helps leaders explore options and reduce the risk of chosen paths as the company moves forward.”. That is where Palmira stand-out in when integrating your operation model with your risk and compliance framework to enable decision maker take the right decision at the right time, leading elementation of risk and high compliance with standards.

Confidently meet internal and external legal requirements and standards while efficiently managing risks. We implement and efficiently operate an enterprise-wide compliance and risk management system. You can:

  • Manage enterprise-wide compliance and regulatory change
  • Document control execution and perform control tests easily
  • Quickly adapt to new laws and regulations
  • Save time through automated testing workflow and email notifications
  • Track all entries and changes via a seamless audit trail

We enable enterprises to confidently meet internal and external legal requirements and standards while efficiently managing risks.

MANAGE RISKS AND COMPLY WITH CONFIDENCE

Compounding matters, business ecosystems have become so deeply interconnected that a single risk event can result in widespread disruption. That’s why an integrated approach to GRC is so critical. It helps organizations anticipate, understand, and manage their risks in a holistic manner. It also helps them connect the dots between risks, compliance, and other GRC elements that impact business performance. As a result of that Palmira empowers your organizations to better balance risks and opportunities, make confident strategic decisions, and respond effectively to the changes that occur within and outside the enterprise.

Gartner Risk management

Why Choose Palmira?

Palmira offer you the comfort of steering wheel of your organisation governance, risk and compliance by providing expertise and cutting-edge technologies. We apply a simple methodology to bridge the gap between people, technology and process. We closely work with our clients to identify gaps and improvement measures that excel your business into future digital success.

Continue reading

AI & Data science

AI & Data science

By applying scientific machine learning algorithms to build forecasting models, businesses can predict the future and respond accordingly. Data Science can offer your organisation the necessary insights to keep you ahead of the digital race.

Technology knows no boundaries!

Our Data science professional services enable organisations to make decisions on products and operate metrics such as customer care capacity, revenues, budgets, risks, key performance and indicators…etc by applying scientific machine learning algorithms to build forecasting and classification models. The surrounding environment contains countless challenging factors, however with our data science services; organisations can predict the future and respond accordingly.

Applying scientific machine learning algorithms to build forecasting and classification models. The surrounding environment contains countless challenging factors, however with data science; organizations can predict the future and respond accordingly.

We build prediction and classification algorithms models and deploy it to an execution engine with integration capabilities with many data sources to assist organisation businesses achieve the highest performance.

Data is the engine of creativity in this world. Humans are not the main contributor of data anymore, it is machines and sensors that load more data in today’s world causing a rapid increase in the size of data to big data. The concept of Internet of Things (IOT) linked directly to the smart city concept, where city utilise different types of electronic data collection sensors to supply information, which used to manage assets and resources efficiently. Smart cities will start to become the norm in the major metropolitan areas of the world.

Palmira enable you to achieve a smart city vision which could be approached via IoT devices like connected sensors, lights and any other type of mechanical controller connected to the cloud for command sending, data collection, aggregation, and analytics, which will assist cities to allocate resources wisely, cost savings and rapid decision making. We design and build solutions to achieve the Smart City Vision.

Continue reading

Software Development

Software Development

At Palmira, we develop a world class softwares for your various business needs, we also our own products. Our tech experts can design unique programs tailored to your organization’s services and assets.

Technology knows no boundaries!

We create solutions from scratch, covering the full Software development Lifecycle (SDLC) and applying expertise in full different development languages such as Java, Spring Boot Cloud, Angular, React, Python,

Our talented team crafted mission critical solutions for country-wide projects to enhance Digital Experience, automate service portfolio management, monitor progress and enhance performance.

Palmira implementation methodology SDLC (Software Development Life Cycle) is a framework defining tasks performed at each step in the software development process. SDLC is a structure followed by a development team within the software organisation.

Implementation Methodology

Palmira helps agile and scalable implementation methods based on Agile SDLC (Software Development Lifecycle) to break the solution development into small incremental builds which are provided in iterations (2-3 weeks per iteration).

Software Development Lifecycle

Documentation and Solution Design

Defining Requirements required to set Critical Success Factors and Success Criteria of the implementation, defining requirements includes the following:

Define Business Requirements

Defining business requirements is a critical activity that must be performed to meet the client objectives. The outcome of this activity is the Business Requirements Document (BRD) which details the business solution for the selected process(es) and sets Business needs and expectations.

This work package include the following:

  • Understanding AS-IS situation
  • Perform Gap Analysis
  • Develop To-Be Concept
  • Develop To-Be Design

Define Solution Requirements

SRS[1] is a description of the solution that will be developed and it is lays out Functional Requirements [2] and Non-functional requirements [3] and a set of use-cases that describe users interactions and systems interactions (Integration Points) that the system must provide and comply with.

This Work Package provides the proposed solution based on an approved BRS [4], which fits with the current needs, and solve the existing problems.

The SRS will contain all or some of the following deliverables according to assigned tasks.

HLD[5] covers System Architecture and Data Architecture.

LLD[6] which is detailing the HLD. It defines the actual logic for each component of the system. Class diagrams with all the methods and relations between classes come under LLD.

ISD[7] includes the technical specifications of the functions to be integrated.

SDD[8] :includes the design of the flow that covers both the business and technical requirements along with the desired business rules that shall govern the flow. Navigational prototype will be also considered in this document where it will describe how navigation will be presented.

Test Strategy Definition which include Test Cases and Test Scenarios which will be used by Solution Testing Teams which will include the Critical Success Factors that will give the green light to go-live for the developed solution.

UI[9] Design

During this Phase, Palmira will capture User Interface Requirements form related project stakeholder and design a UIS[10] explain the user interface design process used in designing a graphical user interface. This document will give an overall idea of what was done during user interface design and explain how we came up with the ideas that appear in the final user interface. The screens at this phase are mockups for approval from Client to be developed, later, under the development work order.

[1] SRS: Stands for Solution or Software Requirements Specifications

[2]  Functional Requirements are those requirements that support the main process functions and objectives

[3] Non- Functional Requirements are those requirements that supports environmental conditions under which the solution must remain effective or qualities that the solution must have. These can include requirements related to capacity, speed, security, availability and the information architecture and presentation of the user interface.

[4] BRS stands for Business Requirement Specifications

[5] HLD: Stands for High Level Design

[6] LLD stands for Low Level Design

[7] ISD Interface Specification Document (this document should be prepared by CLIENT IT)

[8] SDD: Stands for Solution Design Document

[9] UI stands for User Interface

[10] UIS stands for User Interface Specifications

Solution Development (Build Phase)

This phase is the most important phase where the real work begins. The technical project team will use the produced Documentation in the earlier phases to build the designed solution using webMethods. In other words, it is the realisation phase of Digital Transformation in CLIENT.  The Outcome of this phase is:

  • webMethods Deployment assets: Process files and Supporting ESB packages. If applicable UI Tasks and UI application project.
  • SIT results document, which states the results of System Integration Testing activities.
  • Deployment Guide, which enables webMethods platform operations team within CLIENT to deploy webMethods Deployable Assets in production environment.
  • Process Operations Manual which will enable Support Team to take over the to maintain and support developed solution after Product release and handover.

Solution Testing and Roll-out (Test Phase)

Quality Assurance (QA)

The QA Tests is a quality gate to test the exit criteria from the Development Phase.

During this Phase the QA Professionals will use design Test Cases and Test Scenarios to ensure that the developed solution fulfils the identified success factors.

The Output of this phase is the SIT Results document which states the accomplished tests.

User Acceptance Testing (UAT)

During this phase, the Project team along with business owners and concerned stakeholders will work closely to Test the built solution and ensure successful implementation and fulfilment of the requirements and expectation stated in BRS and SRS. This Phase is the second Quality Gate that gives permission to release the built solution to the production environment and closure of development iteration.

Change Requests (CRs)

Once the product is released, some changes to the solution might be requested by the business owner to add additional features that were not specified in the BRS and SRS. Hence, managing changes is a critical task to control project scope.

CRs will be managed in accordance with Project Management Methodology incorporated with Approved Project Charter considering the stated assumptions in Project Scope herewith.

How do we tackle and move forward with digital transformation?

Palmira helps organisations on their digital transformation journey through the Palmira Methodology, “PRAM” (Plan, Realise, Accelerate, Monitor). 

Plan: We help you build your Enterprise Architecture including Business Layer (Strategy Management, Business Processes, Performance Management, Service Management), Application Layer (manage your IT portfolio), Infrastructure layer and Data Layer. in top of your EA we provide a comprehensive Governance model to manage your internal audit management and Risk Management.

Realise: Contain Integration (including Enterprise Management and API Management) and Automation using world class platforms in BPMS and Low-Code.

Accelerate: Today, we live in Robotics, Machine Learning and Artificial Intelligence (AI) era. To accelerate, organisations should be ready to accept the Robotic world!

Monitor: Allow managers to visualise outcomes to explore and analyse data flowing through and stored. Providing interactive dashboards that show the latest KPIs.

DevOps is a set of software development practices that combine software development (Dev) and information-technology operations (Ops) to shorten the systems-development life cycle while delivering features, fixes, and updates frequently in close alignment with business objectives.

As DevOps is intended to be a cross-functional mode of working, those that practice the methodology use different sets of tools—referred to as “toolchains“—rather than a single one. These toolchains are expected to fit into one or more of the following categories, reflective of key aspects of the development and delivery process:

Devops agile method

What are our solution rates? We deliver tailored solutions that meet your requirements, prices depend on your needs and requirements. Contact us to know more.

Continue reading

APIs Automation & Integration

APIs Management & Integration

Automation From Smart To Genius
A Process Driven Intelligent Automation

In our growing interconnected world, protecting your APIs has never been more important. With Palmira, you can manage the entire life cycle of your API securely, and share it with external developers or partners risk free.

Automation

From Smart To Genius

A Process Driven Intelligent Automation

Things are moving faster than ever in our always-changing digital world. Your business has to continuously improve and evolve to stay relevant and ahead of the market. New technologies, new business models, challenger brands and new competitors emerging virtually overnight are forever altering customer expectations—and all blend to create the perfect storm of digital disruption.

We reimagine integration, spark business transformation and enable fast innovation on the Internet of Things and Artifitial Inteligence, so you can pioneer differentiating business models. We give you the freedom to connect and integrate any technology—from app to edge. We help you free data from silos so it’s shareable, usable and powerful—enabling you to make the best decisions and unlock entirely new possibilities for growth.

On the journey to digital transformation, process has never been more essential. But the traditional focus of Business Process Management (BPM) has shifted. Digital Process Automation (DPA), Robotic Process Automation (RPA), machine learning/AI and cognitive computing plus the Internet of Things (IoT) are not only increasing the complexity and sophistication of your digital transformation but are rapidly becoming strategic to the future of your business.

With the promise of finally automating those manual processes, technologies like DPA and RPA have the potential to deliver huge cost savings and efficiencies to business processes and operations. Blend in IoT and analytics, and you are redefining the art of the possible, capturing real-time data streams from all endpoints to capture insights that can boost your bottom line.

Automating and embracing innovations that will help you react faster, get to market sooner, delight customers and empower employees requires you to re-imagine your processes from start to finish and from end to end.

We at Palmira can help you define rules for your processes to automate decisions, develop, execute and monitor enterprise-scale process automation. Are you ready?

Automating and embracing innovations that will help you react faster, get to market sooner, delight customers and empower employees requires you to re-imagine your processes from start to finish and from end to end.

We at Palmira can help you define rules for your processes to automate decisions, develop, execute and monitor enterprise-scale process automation. Are you ready?

Business Process Management System (BPMS)

For organizations that want to increase productivity by improving business process management, a superior Business Process Management System (BPMS) is a must.

With the right BPMS, you can eliminate manual process steps to reduce error rates, and accelerate processes while driving down costs. By delivering greater insight through real-time process analytics and dashboards, a superior BPMS can help you identify bottlenecks and prevent issues downstream. And by helping you adjust processes quickly in light of changes in the business environment, a solid BPMS can help transform your organization with greater agility.

Palmira helps you find the right BPMS for your organization with the leading BPMS solution for enterprises worldwide.

BPM tool empowers you to quickly locate issues, implement and refine processes, and build upon tested best practices to thoroughly plan projects and keep them on track. With Business Process Management Software (BPMS), you can:

  • Increase efficiency by automatically executing and orchestrating all the steps of a process, including those that must be performed by people or systems
  • Enhance transparency by monitoring performance throughout process execution and taking action based on information gleaned from real-time analytics and dashboards
  • Resolve issues quickly by rerouting work to other locations, adding temporary resources and creating triage processes
  • Improve quality by simplifying processes, avoiding manual errors and empowering employees to follow standardized, optimized processes that can drive down expenses
  • Manage change with greater agility, flexible business rules and the ability to make the process changes more quickly

API Management

SAFETY FIRST!

API Management allows you to manage the entire process of planning, designing, developing and securely exposing your APIs to external developers, partners and other consumers.

We offer both an on-premises API Management called webMethods API Management Platform, as well as a cloud-based API Management as a Service offering.

With API Management you can:

  • Design and compose APIs
  • Protect and secure your APIs
  • Engage with developers and partners to build your ecosystem
  • Manage the API lifecycle
  • Monitor the health of your APIs
  • Catalog your APIs for discovery, reuse and lifecycle management
  • Manage the consumption of 3rd party APIs

The expertise of Palmira and the integrated infrastructure from Software AG, enable you to manage the entire lifecycle of your APIs. API Management powered by webMethods allows you to securely expose your APIs to external developers and partners.

SECURITY: IT’S ESSENTIAL IN OUR API CONNECTED WORLD

Once your APIs are “out there,” hackers have a “way in” to your business. Lock that door! Protect your data, applications—even your company’s reputation—with robust API runtime security. The right API gateway will keep out wrong-doers and welcome only authorised consumers.

With cybercrime costs surging to $2 trillion by 2019, look for the most impermeable API gateway you can find. You’ll need basic security features, like authentication, authorization, digital encryption and digital signatures. You’ll get that with Software AG’s end-to-end API management solution—and another lock on top.

webMethods API Gateway uses reverse invoke, or inside-out, service invocations. This protective technique reduces the need to open holes in your firewall. It’s one more way we help you lock down your APIs—and protect your business from malicious attacks.

Palmira implements webMethods API Gateway because it uses reverse invoke, or inside-out, service invocations. This protective technique reduces the need to open holes in your firewall. It’s one more way we help you lock down your APIs—and protect your business from malicious attacks.

As each organisation builds APIs using API Gateway for easy consumption and monetization, the continuous integration and delivery are integral parts of the API Gateway solutions to meet the consumer demands.  We need to automate the management of APIs and policies to speed up the deployment, introduce continuous integration concepts and place API artefacts under source code management. As new apps are deployed, the API definitions can change and those changes have to be propagated to other external products like API portal. This requires the API owner to update the associated documentation and in most cases this process is a tedious manual exercise. In order to address this issue, it is key to bring in DevOps style automation to the API lifecycle management process in API Gateway. 

This is an important capability for enterprises to deliver continuous innovation with speed and agility, ensuring that new updates and capabilities are automatically, efficiently and securely delivered to their developers and partners in a timely fashion and without manual intervention. We enable a team of API Gateway policy developers to work in parallel developing APIs and policies to be deployed as a single API Gateway configuration.

Benefits of adopting our API Management:

  • Highly reproducible configuration deployments, with the right configuration set applied to the right target, every time
  • Much faster time to recreate environments from scratch, where configurations can be applied in seconds onto a “raw” just-installed deployment
  • Reduce time-consuming for manual configurations that can lead to mistakes and security issues
  • No more configuration inconsistencies between environments, data centres, or clouds
  • Easy to see the complete details of the changes made to the configurations of a particular environment by simply reviewing the changes committed to the source control system (what, who, when)
  • Easy to “go-back-in-time” by recalling the configuration sets stored in source control, and re-applying them in seconds onto an environment of choice 

Palmira delivers pioneer API Management services to several reputable names in Government, Banking and Telecommunication sectors. We delivered API management projects that serve great initiatives. From Digital government to Open Finance and from paperless government initiatives to and Open Banking. Opening their business to the world with a secure and easy to use API Management tool.

With cybercrime costs surging to $2 trillion by 2019, look for the most impermeable API gateway you can find. You’ll need basic security features, like authentication, authorization, digital encryption and digital signatures. You’ll get that with Software AG’s end-to-end API management solution—and another lock on top.

webMethods API Gateway uses reverse invoke, or inside-out, service invocations. This protective technique reduces the need to open holes in your firewall. It’s one more way we help you lock down your APIs—and protect your business from malicious attacks.

Palmira implements webMethods API Gateway because it uses reverse invoke, or inside-out, service invocations. This protective technique reduces the need to open holes in your firewall. It’s one more way we help you lock down your APIs—and protect your business from malicious attacks.

As each organization builds APIs using API Gateway for easy consumption and monetization, the continuous integration and delivery are integral parts of the API Gateway solutions to meet the consumer demands.  We need to automate the management of APIs and policies to speed up the deployment, introduce continuous integration concepts and place API artifacts under source code management. As new apps are deployed, the API definitions can change and those changes have to be propagated to other external products like API portal. This requires the API owner to update the associated documentation and in most cases this process is a tedious manual exercise. In order to address this issue, it is key to bring in DevOps style automation to the API lifecycle management process in API Gateway. 

This is an important capability for enterprises to deliver continuous innovation with speed and agility, ensuring that new updates and capabilities are automatically, efficiently and securely delivered to their developers and partners in a timely fashion and without manual intervention. We enable a team of API Gateway policy developers to work in parallel developing APIs and policies to be deployed as a single API Gateway configuration.

Benefits of adopting our API Management:

  • Highly reproducible configuration deployments, with the right configuration set applied to the right target, every time
  • Much faster time to recreate environments from scratch, where configurations can be applied in seconds onto a “raw” just-installed deployment
  • Reduce time-consuming for manual configurations that can lead to mistakes and security issues
  • No more configuration inconsistencies between environments, data centers, or clouds
  • Easy to see the complete details of the changes made to the configurations of a particular environment by simply reviewing the changes committed to the source control system (what, who, when)
  •  Easy to “go-back-in-time” by recalling the configuration sets stored in source control, and re-applying them in seconds onto an environment of choice 

Palmira delivers pioneer API Management services to several reputable names in Government, Banking and Telecommunication sectors. We delivered API management projects that serve great initiatives. From Digital government to Open Finance and from paperless government initiatives to and Open Banking. Opening their business to the world with a secure and easy to use API Management tool. 

Continue reading

Service portfolio management

Service Portfolio Management

Maximise your business by ensuring that your services are in line with your organisation objectives. Keep track of all your IT investments and ensure the desired business outcomes.

  • As you work to create and enhance business services that allow your organisation to be more viable, a service portfolio management solution can help. By enabling you to recognize the where, when, how and why make changes to your organisation’s services, a service portfolio management tool can help you make better decisions about IT investments and guide IT Transformation to support your organisation as you move forward.

    Palmira together with Software AG provides a leading solution for service portfolio management in the Alfabet IT Planning and Portfolio Management Platform. Available as an on-premises or Software-as-a-Service (SaaS) solution, Alfabet’s service portfolio management capabilities enable you to increase your return on IT investments and reduce risks as you make changes to your IT and service portfolio.

  • ARIS For Service Management

WHY EMPLOY SERVICE PORTFOLIO MANAGEMENT?

Employing service portfolio management may involve a radical re-do for all business units involved, but its benefits – and the benefits of a transparent service catalog – are measurable:

  • Customers understand exactly what you, as a service provider, will deliver
  • There’s cradle-to-grave transparency into value, costs, and risks
  • Services in the pipeline can be monitored as well as operational services
  • It helps to justify proposed services and major changes to existing services

Ultimately, tracking the value, cost, and risk of every service your service organisation provides also helps to position it as indispensable to your customers, because you know – quickly – how valuable a service is.

Continue reading

Customer Experience

Improving Customer Experience

Customer Service Management, or CXM, is critical to the success of your company. Any business that neglects to nurture and strengthen ties with its consumer base, and ensure their satisfaction, will ultimately lose business. We design customer journeys with ARIS , helping you map their journey, identify key touchpoints, and retain clients.

End-to-end Customer Journey Management 

Today there are just three types of companies: Those that actually operate a digital business, those that are transforming into a digital business and finally those that might never become a digital business and fail as a consequence. So, it’s not a question if your business should become digital. It really must be to survive or it just might disappear.

Establish a Digital Business

One of the mandatory drivers of a successful digital business is effective customer experience management (CXM). CXM helps you understand what customers want and how customers want to interact with your business and underlying business processes. A good process is no longer good enough; it’s the customer experience reflected in your processes that really matters. By designing and analysing customer journeys from the outside-in perspective, you get a chance to enhance their customer experience in order to differentiate from competition in terms of customer satisfaction and to reflect on your own processes from another point of view. But in fact, the Business Process Analysis (BPA) world missed developing a CXM solution that delivers the capabilities and the methods to design and analyse processes from an “outside-in” perspective. To close this gap, Palmira utilises ARIS to release the world’s first BPA software that enables companies to improve their customer experience by designing customer journeys. In this article, we are trying to illustrate the strategic mindset and the methodical competencies needed to design and analyse customer-centric processes with ARIS. By taking customer emotions and expectations into account and using techniques such as customer journey mapping, customer touchpoint analysis and identifying the critical Moments of Truth (MoT), your organisation can deliver a better customer experience. Using such approaches to improve customer satisfaction helps you:

  • Ensure better customer interactions, enhance customer satisfaction
  • Stay tuned to customers and recognize new ways to satisfy customer needs
  • Enhance customer loyalty, increase sales and revenue
  • Enhance measures and KPIs, reduce brand risk
  • Preserve business agility
  • Identify gaps and issues, recognize opportunities
  • Take advantage of new innovations


”Customers remember the service a lot longer than they remember the price “Lauren freedman president of the e-tailing group”

With the advent of the Internet, the knowledge-based economy and decreases in protective trade regulations, competitors have virtually moved together closer and closer. In this highly connected global environment, most organisations can no longer differentiate their business on price—unless they are Walmart®—or quality—unless they are a small high-end manufacturer—when there might always be an organisation that is a bit cheaper or has a feature more in the pocket. For the gross of organisations, there remains just one key differentiator left: customer satisfaction.

Furthermore, there is a more paradigmatic change. For decades, businessmen and women shared the single dominant idea that the purpose of strategy is to achieve a sustainable competitive advantage. This idea is strategy’s most fundamental concept and every company’s Holy Grail. But in the digital world of volatile and uncertain environments, omni-channel communications, technological advances and economical hyper-competition, this idea is no longer relevant for the most successful companies.


“78% of customers won’t purchase again after a poor service “American survey,2011”

There are upcoming technologies that provide completely new communications and accelerate processes. The Internet of Things connects formerly analog things to several clouds and melds personalised technologies with daily routines. Organisations have reached a never-known speed of innovations and release cycles. Customer support services are getting faster and better. They offer custom-tailored and personalised services in order to maximise satisfying customer needs.

From an economical point of view, the borders between industries become blurred by companies connecting strategy, innovation and organisational changes. They conquer new market fields and arenas—for example, when Apple® will start providing a payment system—in which innovative business models provoke entire industries and industries compete with each other. New disruptive startups come onto the scene, identifying customer pain points and offering alternative solutions to make a bit of money. They are establishing themselves, motivated to take a little piece of the cake and, then suddenly, these little startups stand their ground against business titans.


“88% of customers have been influenced by an online customer service review when making a buying decision “Dimensional research”

As a consequence, companies face a new entity of sophisticated customers, demanding the use of newest technologies and omni-channel distribution. They are accustomed to best-in-class service and cross-industry benchmarks. But most importantly, they know about their market power. Today, customers expect to get what they want and how they want it. And if they don´t get what they want, they increasingly jump the store to buy somewhere else. For instance, 25 years ago, a customer could buy a blouse via three or maybe four different customer journeys. The customer went to the store or bought it at a catalogue. Due to multi- and omni-channel orchestration, the number of possible journeys has exponentially increased. By providing more alternatives at each phase of the buying process, there are about 1,000 opportunities to buy the same blouse in 2016 (see Figure 1). Customers demand to use or to change the communication channel just as they wish at every point and moment of the buying process. To remain competitive, a retailer has to offer as much of these variations as possible.


In this highly dynamic competitive environment, stability is the most dangerous situation. It creates the conditions of organisational rigidity and it allows people to fall into routines. But first of all, the attempt to maintain stability inhibits innovations and makes companies blind to the changing needs of their customers and markets.

To challenge the digital business, companies have to learn how to exploit short-lived opportunities to surf on the waves of innovations. Therefore, the recognition of opportunities has become one of the core skills that decides success and failure. To identify opportunities and to catch a new wave, companies have to understand the needs, the expectations and deepest desires of their customers.

Putting customers first

80% of companies say they deliver “superior” customer service 8% of their customers think the same. “Lee Resources”

Well, almost every business and organisation will claim that it puts its customers first and that improving customer services is one of its key objectives. Nevertheless, many businesses still continue to use very outdated tools to build very internally focused processes that fail to properly consider the experience customers have when they interact with the business. They lose track of handling their customer touchpoints because they forget one simple fact: For business, the engagement with the customer is composed of several processes and sub-processes that will be executed by numerous departments. But for customers, it is just one!

Furthermore, there is an important difference between business processes and customer journeys in regards to applied logic. A business process will be designed and specified from the responsible management and executed as intended by employees. But customers can quit the journey, whenever they want. That’s why a customer’s journey describes an anticipated process that is designed by the organisation. However, it will be executed by customers at their discretion. The journey might start before the customer interacts with the business and keep going after the transaction with the business is completed and only if seen as successful when completed in its entirety. As a consequence, a customer journey has to provide a number of degrees of freedom to listen and respond to the customer.

it takes 12 positive experiences to make up for one unresolved negative experience. “understanding customers by ruby newell-legner”

Therefore, successful businesses are those that see customer satisfaction as their key differentiator and enabler for success. They truly live these values rather than just going through the motions. They will take an outside-in approach when designing business processes to look at how their customers want to interact with them and build the processes around these customer interactions. So they match the outside-in with the inside-out to incorporate the requirements of both perspectives into their processes. Well-designed customer touchpoints that align business processes and customer journeys lead to customer satisfaction, and customer satisfaction leads to a higher company’s revenue and profits.

Listen to the right voices

86% of buyers will pay more for a better customer experience “forbes Leadership”

In every engagement of an organisation with a customer, there are some key characteristics that affect the customer’s experience. Simple questions that should always be answered affirmatively:

  • How easy was it to contact the organisation?
  • Could the customer use the communication channel he wanted?
  • Was it easy to order a product or request a service?
  • Was it delivered when the customer wanted it?
  • Did the customer get what he ordered?
  • Did it work or was the service effective?
  • Was the bill correct?
  • Could the customer pay using the method he wanted?
  • Was good help and support provided?
  • If the customer had a problem, was it dealt with satisfactorily?

All of these are important to the customer, although the comparative importance of the individual elements will vary from customer to customer and for different products, services and industries. What is common to all of them is that they are determined by the business processes and the business strategies. Process and strategy are interdependent. Of course, employing good people who are well trained is vital. But people can only deliver good service, day after day, if they operate within effective and efficient processes. But an efficient process can’t be designed without a clear and constructive strategy.




Loyal customers are worth up to 10 times as much as their first purchase. “white House office of consumer affairs”

Along with these specific points, good customer experience depends on the effectiveness of the complete journey the customers travel on their way to receiving goods or services, using them and giving a review about the experience to others. The effectiveness of the journey is partly determined by the levels of service the customers have come to expect (e.g., online ordering, personal shoppers, next-day delivery) and also by the way the customers have been conditioned by the experience provided by the best-in-class companies, such as Amazon® and DELL™, for instance.

So as well as thinking just about the needs of the business, it is also important to think about the needs of customers and trends in the market. These three areas can be thought of in terms of “voices” that need to be heard:

  • The voice of the customer—the customer’s needs, expectations and feelings
  • The voice of the business—the business objectives and constraints
  • The voice of the market—current trends and what competitors are doing

Orchestrating all those voices to one symphony of processes will show how the process has to perform. This increases both the customer’s satisfaction and as a consequence the organisation’s value. In the accelerating competition of the digital world, customer satisfaction and shareholder value will grow together more and more. Corporate strategies based solely on the internal process perspective will not be able to succeed in the customer-centric digital world. Every employee should be aware how he or she contributes and influences to the customer experience to finally increase the company’s value. Combining internal procedures with the sensitivity of ensuring that all critical customer touchpoints are served with the required attention will ensure internal smooth operations and result in an overall better customer experience. What is considered to be the best experience will change over time as customer expectations change, technology changes and best-in-class businesses set higher goals. To formulate an appropriate strategy, you need to embrace all of those voices.

Listen to the right voices

In every engagement of an organization with a customer, there are some key characteristics that affect the customer’s experience. Simple questions that should always be answered affirmatively:

How easy was it to contact the organization?

Could the customer use the communication channel he wanted?

Was it easy to order a product or request a service?

Was it delivered when the customer wanted it?

Did the customer get what he ordered?

Did it work or was the service effective?

Was the bill correct?

Could the customer pay using the method he wanted?

Was good help and support provided?

If the customer had a problem, was it dealt with satisfactorily?

All of these are important to the customer, although the comparative importance of the individual elements will vary from customer to customer and for different products, services and industries. What is common to all of them is that they are determined by the business processes and the business strategies. Process and strategy are interdependent. Of course, employing good people who are well trained is vital. But people can only deliver good service, day after day, if they operate within effective and efficient processes. But efficient process can’t be designed without a clear and constructive strategy.

Along with these specific points, good customer experience depends on the effectiveness of the complete journey the customers travel on their way to receiving goods or services, using them and giving a review about the experience to others. The effectiveness of the journey is partly determined by the levels of service the customers have come to expect (e.g., online ordering, personal shoppers, next-day delivery) and also by the way the customers have been conditioned by the experience provided by the best-in-class companies, such as Amazon® and DELL™, for instance.

So as well as thinking just about the needs of the business, it is also important to think about the needs of customers and trends in the market. These three areas can be thought of in terms of “voices” that need to be heard:

The voice of the customer—the customer’s needs, expectations and feelings

The voice of the business—the business objectives and constraints

The voice of the market—current trends and what competitors are doing

Orchestrating all those voices to one symphony of processes will show how the process has to perform. This increases both the customer’s satisfaction and as a consequence the organization’s value. In the accelerating competition of the digital world, customer´s satisfaction and shareholder value will grow together more and more. Corporate strategies based solely on the internal process perspective will not be able to succeed in the customer-centric digital world. Every employee should be aware how he or she contributes and influences to the customer experience to finally increase the company’s value. Combining internal procedures with the sensitivity of ensuring that all critical customer touchpoints are served with the required attention will ensure internal smooth operations and result in an overall better customer experience. What is considered to be the best experience will change over time as customer expectations change, technology changes and best-in-class businesses set higher goals. To formulate an appropriate strategy, you need to embrace all of those voices.

A good customer journey requires good processes

Although your customers won’t love you if you give bad service, your competitors will. “Kate Zabriske”

After defining an appropriate customer experience strategy, the processes have to be aligned with that strategy. In general, designing a good process means identifying the sequence of tasks to deliver business objectives. It’s about looking at the resources and the infrastructures that are required for execution, the environment in which the process operates and the important decisions that have to be made. In practice, there are several paths the process can take and it’s unlikely a design will show every possible decision and path. But a good process design should identify all of those that have a significant effect on the customer or the business. To design a good customer journey additionally means to draw a smooth flow of activities and interactions which the customers undertake to achieve their goals. The challenge of a successful customer experience management is designing most comfortable customer journeys that are executable as business processes indeed.

Draft your customer journey

80% of Americans agree that smaller companies place a greater emphasis on customer service than large business “American Express survey,2011” In practice, a customer journey will be created in several steps that keep on repeating again and again to reach and ensure a best practice. It starts drafting a flow of activities customers will undertake to achieve their goals (for instance, how would they order, pay and receive a product). This first draft describes a process instance that shows the decision points and various paths (and maybe loops) that the journey may take in several business scenarios. Defining all these important potential “scenarios” (i.e., the routes through the journey) is a key early step to take care that the design is as complete as possible and enable later testing to ensure all the different scenarios are effectively catered to. Specific scenarios may be triggered in response to customer needs (e.g., ordering a product) or business needs (e.g., compiling a monthly sales report). 

In the past, processes were mostly developed to meet business needs, usually described by a set of “requirements” defined in collaboration with key stakeholders from many parts of the business. However, in order to deliver best-in-class customer service, it is important to put much more emphasis on customer needs, to make the customers the most important stakeholders. Therefore, designers have to anticipate those needs, take the expectations and feelings into account, and build the processes around them. It is important to involve a wide range of business stakeholders in the modelling: sales, marketing, customer experience teams and process designers. Bring in customers to ensure the model is representative. To understand and later define those customers’ needs, user stories can be employed to improve the understanding of the customers. User stories are expressed in the form of a statement that identifies the activity the customer wants to perform and the reason for doing it (e.g., “I want to register with a website … so that I can order products in future without having to re-enter all my details”). These user stories are compiled by the business, often by the marketing and sales departments, and in conjunction with the customer using focus groups or agile development methods. Using the “I want … so that I can …” format makes the story easy to understand and focuses attention on why the customer wants to do something, ensuring the process achieves what was desired rather than just providing a specific functionality. Scenarios are mostly used for testing processes while user stories and requirements are applied when specifying and designing the process. Stories can be defined at varying levels of detail, and a high-level user story can be decomposed into a number of lower-level user stories. User stories are similar to, but not exactly the same as, “use cases” used by software developers who may use the user stories to define their use cases.

Specify the customer journey:

“A bad service reaches more than twice as many ears as praise for good service “White house office of consumer affairs”
By gathering information (such as demography, behaviour and context of the customers), organisations receive valuable insights about potential customers indeed, but often fail to consider their frustration and experience. To specify the customer journey, user stories and business processes are put together to create a first draft of the customer journey map, a technique that is used to design and analyse customer journeys from end-to-end. It shapes the collected data into a story that makes the experience concrete and comprehensible. 

Even though it is not possible to know the exact journey customers follow in practice, the customer journey map describes the key activities and the key interactions they will have with the business to accomplish their goals. Generally, a journey map is a common approach to highlight the steps a customer archetype goes through during a journey. It doesn’t replace the internal business models, but it rather amend them by considering the business through the eyes of the customer. Customer journey maps are often used to describe a visionary representation of how the business imagines how the customer wants to interact with the business. These types will normally be prepared by the marketing department or customer experience specialists. They will employ colourful infographics designed to appeal to customers and salespeople. While they are valuable for expressing the vision and setting the direction for transformation projects and IT development, they are not sufficient by themselves for ensuring a good customer experience. In order to ensure both the business processes and IT systems actually deliver the required process respectively customer experience, it is necessary to develop evident journey maps that show the customer journey steps and touchpoints with the details of the business processes in an integrated repository-based software. While the customer journey steps illustrate the temporal component and build the physical framework of the journey map, the customer touchpoints explain the interactions between customer and the business. They depict the perception of the experience the customer will have at each step and are specified by additional useful objectives. By characterising and emphasising the customer touchpoints, the customer journey map enables different stakeholders to easily oversee the engagement with several customer segments to investigate bottlenecks and take advantage of how to design the journey more comfortably. Just as there are various scenarios for business processes, there are also various routes that customers can take on their journey depending on their needs and their method of interaction. It is important to consider all the most important routes and channels in the customer journey map. Not all customers are alike; different types of people will have different approaches and objectives. By defining different customer journey maps for several customer type groups or “persona” (e.g., small business owner, techie, homeworker or retired person), companies can reflect how different types of people want to interact with the business. As a result, organisations can model flexible respectively multiple journeys to enable several customers achieving their goals ad libitum. Because a customer journey may involve interactions with several processes that the business has designed as separate processes (e.g., order handling, billing and fault handling), it is important to look at the complete end-to-end experience of the customer—not just that of a single process or small number of interactions. By designing customer journeys from the customer’s point of view, the business gets the chance to oversee the pure experience, without those process steps that are running in the back-end. Customer journey mapping gives a much more realistic view of what the customer experiences than the analysis of individual processes that are executed by diverse departments. It helps negotiate organisational silos by ensuring that the several processes and sub-processes a customer walks through can be dubbed to each other. In general, a smooth and comfortable performance flow is what really counts for the customer.

Identify and define customer touchpoints:

95% of companies fail to exceed the expectations of their customers. “American Experss, 2014”

After the customer touchpoints have been identified and assigned to the corresponding customer journey steps, they are specified by additional dimensions that help define and analyse the journey. Through the customer touchpoint, an interaction or contact point between business and customers is characterised and described in detail. Customer touchpoints essentially determine the customer experience in a cognitive and an emotional way. The customer’s perception of the journey does not solely depend on objective judgments about the effectiveness and efficiency, but also on much softer issues around what the customer is feeling and expecting. It’s also about how the brand embraces the customer personally. To ensure best customer experience, the customer journey has to deliver best-in-class service at each touchpoint in both cognitive and emotional dimension.


Customer Journey

From a methodological perspective, the customer touchpoint represents the analytical linchpin and sets both the internal and external perspective in relation. Touchpoints describe how interactions take place and what customers feel, expect and desire during these interactions. By responding each touchpoint to specific business objectives, such as risks and initiatives, ownership, communication channel and KPIs, designers can specify and analyse them according to importance, impact and as an opportunity for Customers who may have many touchpoints with the business, and some of these will have particular significance for the customer, or the business, or both. There are three special touchpoints that are emphasised as a predicate in this context: 

Moments of Truth, pain points and best practices. Best practice distinguishes a well-designed touchpoint as good and proven practice. Those touchpoints require at least for the present no update or special attention. But as mentioned, best practices change over time just as technology and expectations transform best-in-class services. A pain point is a customer touchpoint, where the business fails delivering a good experience. It’s a (conceptual) problem in the customer journey, whether real or perceived. But more than this, a pain point is an opportunity. It’s the starting point for every innovation and for the most disruptive startups building their entire business model on the solution of one or more specific pain points. It might be that special problem whose solution might create a new market or whose solution revolutionises an entire industry. A successful customer experience management identifies pain points and transforms them into something new that delivers a good experience—for instance, car sharing as a concept to satisfy people who don’t need a car as much as they want to buy or rent one. A Moment of Truth (MoT) is when the business can make or break its relationship with the customer, when an important decision has to be made or when a result is critical. Getting the customer experience wrong at an MoT can have a very detrimental effect on the customer’s perception of the business (and its brand), which can often lead to customers deserting the brand. Otherwise, providing a good experience can create huge loyalty to the brand that can persist even in the face of future problems. Modelling the MoTs on the customer journey maps enables the business to clearly see where it should focus process improvement efforts. Depending on the author, there several philosophies how an MoT has to be defined, but there are four critical Moments of Truth.

95% of dissatisfied customers tell others about their bad experience. “ Dimensional reseasch”

The Zero Moment of Truth is linked to the first touchpoint a prospect has with a brand, product or it´s the moment when the prospect discovers the brand and starts considering whether there is a need or not.

The First Moment of Truth refers to the touchpoint when a prospect has a look at the product or reads about it. It describes the impressions he/ she forms by considering and comparing the product or service. It’s the moment when the prospect makes the decision to become a customer or not.

Digital Experiance

The Second Moment of Truth describes the customer’s judgement of a brand according to the usage of the product, or what people feel and think as they experience a product over time. It’s also how a company supports them during the engagement.
The Ultimate Moment of Truth represents the company’s most important endgame with the customer, the end of the line. It’s the moment when the customer proclaims his/her personal judgement of the company to others. By recommending the brand, a satisfied customer will probably influence others to engage in a new customer life cycle. On the other hand, a dissatisfied customer will deny making a recommendation and discourage other potential prospects from engaging with the brand. While the other MoTs just apply to the relationship between the customer and the brand, the ultimate MoT has public and social implications for a company. That’s why a company must never let a customer go dissatisfied; a customer must always leave the current life cycle as happy as possible.
MoTs may not all be interactions that both the customer and the business recognize, but events that are only recognized by one of the parties. An important MoT for the business might be when it receives payment or recognizes a good review from a customer. MoTs and also customer touchpoints, of course, can be unilateral or multilateral.

Customer Journey Mapping:
Customer journey mapping can be developed using a range of bespoke tools or standard graphical drawing packages. Nicely drawn infographics with images of people and products can be very appealing to customers, the marketing department and senior executives. While visionary customer journey models are valuable and presentation is important, it is vital that the detailed customer journey maps are not seen as something separate and distinct from the processes. If they become disconnected from the details of the underlying process, they are no longer representative of what is really happening in the business and the customer’s actual experience. For this reason, we extended its capabilities for business and IT transformation and introduced Customer Experience Management (CXM) with ARIS.
Organisations can now create detailed customer journey maps in the same database as the process models sharing the same repository of information. To simplify the launch of CXM with ARIS, there are new methods and capabilities, such as new model types, new object types, symbols, a set of CXM specific attributes as well as a new template and new CXM conventions. ARIS users can choose whether they want to begin bottom-up identifying their customer touchpoints within existing business processes or start top-down with a blank page. They are easy to use for non- experienced ARIS users and are accessible by default and out of the box. In addition, there are no method conflicts so that ARIS users can easily add the predefined CXM conventions to start their project directly. The new CXM assets across the many ARIS notations are reusable as well.

Customer Journey Landscape:

Successful customer experience management begins with the definition of the customer lifecycle within the customer journey landscape. The customer lifecycle is building the framework of the customer journeys. It can be thought of as the length, arc and nature of a customer’s relationship with a brand or company and describes the engagement in different stages: from the awareness, consideration, purchase and usage to the maintenance of the loyalty to the brand. From the company’s perspective this means getting prospects’ attention, teaching them what is offered, turning them into paying customers, and then keeping them as loyal customers whose satisfaction with the brand makes them to recommend others to start their own lifecycle. As mentioned in the context of MoTs, the recommendation is the highest goal of any customer experience initiative. As the purchase confirms the price and quality of any product or service, the recommendation verifies the quality of the delivered customer experience.

customer experience.

After the definition of the customer lifecycle, the customer journeys can be clustered to the corresponding lifecycle stages. So the stakeholders will receive a clear overview about the journeys. On a detailed level a designer can define customer journey owners, business drivers and their impact on transformation or specify journeys by softer issues as overall customer experience. The new CXM template additionally supports the distinctiveness by emphasising customer journeys’ necessity for redesign of internal business processes and IT capabilities by showing the corresponding traffic lights for each attribute value. So stakeholders can easily reflect and prioritise the journeys on a higher detail level before they are going to specify them in the customer journey map.

The customer journey landscape is an intermediate model notation that provides keeping the customer journey maps short and clear. It segments the overall journey into small coherent and analyzable end-to-end journeys, and the organisation can easily differentiate between diverse customer segments or communication channels, for instance. By that the customer journey landscape is the central model type to provide omni-channel orchestration and customer segment differentiation. By assigning a customer journey with different customer journey maps designed for using diverse communication channels or customer groups, the organisation can distinguish between different alternatives. So, every channel or customer segment specific journey can be analysed and improved by itself.

Customer Journey Map

The customer journey map gives a clear and analytical overview of the journey from end-to-end and describes it by representing the different touchpoints with the company in detail. The matrix-based model type is simply to design by mainly using a pre-structured framework for drag-and-drop and pre-defined relationships—except for those between several customer journey steps that have to be defined by the designer. Each group of objects gets its own line in the horizontal dimension. In the vertical dimension, on the other hand, the customer journey steps build the temporary flow of activities showing step-by-step what happens from the customer’s point of view. To prevent logical misunderstandings, each matrix field in the first line is restricted to contain solely one customer journey step object. Each customer step can be defined in more detail by adding descriptions and responsibilities, as well as new attributes that determine the overall customer experience, the business driver, and the business driver impact on transformation in order to receive customer focused information.

Digital Experiance

The central elements of the customer journey map are the customer touchpoints in the second line describing the interactions between customers and your business. Customer touchpoints are related to responsible ownerships, likely risks and appropriate initiatives to prevent them, required input and output data, valuable KPIs as well as channels that identify the communication medium. While all objects in one column relate to the particular customer touchpoint, the touchpoint itself relates to the corresponding customer journey step above.

To keep the journey as simple as possible, it is recommended to model just one touchpoint to one customer journey step. If there is more than one touchpoint assigned to a customer journey step, all objects in the particular column below are related to the customer touchpoint matrix field. This would be necessary, if the designer wants to illustrate omni-channel orchestration in one single customer journey map, for example. Then there would be different touch points related to a journey step the customer could decide between.

On a detailed level, customer touchpoints are exemplified by the ordinary attributes, such as descriptions, remarks, responsibility or document links and so on, but they also include customer feelings, customer expectations and customer goals for a customer-centric consideration. The customer touchpoint can be detailed as an MoT, pain point or best practice via bool attribute, which can be additionally specified by corresponding descriptions. Further the CXM template increases the distinctiveness of the ARIS customer journey map. As there are traffic lights that mark the journey’s necessity for redesign in the customer journey landscape, customer journey steps can be accented with similar traffic lights as well. Besides the template advertises symbols under the touchpoint:

Digital Experiance

The heart represents an MoT, the prohibit sign indicates a pain point and the star stands for a best practice. These icons give stakeholders a clear overview of which customer journey steps and touchpoints within the journey map require a special attention and which are irrelevant at the moment.

Customer journey map in ARIS describes a customer-centred process, that assigns business objectives to those customer touchpoints and journey steps that happen from the customer’s point of view. Customer touchpoints that are unilaterally considered from the business perspective are turned off. Those stakeholders can see how the customer interacts in the journey and which objectives are required to deliver the demanded experience.

Customer Touchpoint Allocation Diagram

To specify a certain customer touchpoint, there is the customer touchpoint allocation diagram. Just like the allocation diagrams in ARIS, it shows all objects and summons all important information according to one specific touchpoint. Usually, a customer touchpoint allocation diagram is simply used to overlook or maintain a touchpoint. For example, if an organisation starts a bottom-up CXM initiative from an as-is process modelled in an Event-driven Process Chain (EPC), the touchpoint allocation diagram can be created or even generated to analyse the touchpoint separately with all related objects. Depending on touchpoint and importance for the end-to-end journey, it is advisable to use customer reviews and customer surveys to evaluate the touchpoint. The customer touchpoint allocation diagram defines the touchpoint by corresponding communication channels, risks and initiatives, KPIs and touchpoint ownership. Furthermore, there may be output or input data that are important by executing the process.

Digital Experiance

On the other hand, a touchpoint might be related to different customer journey steps in diverse customer journey maps. By automatically generating a customer touchpoint allocation diagram, all connected customer journey steps are shown in one model. That might be valuable if an analysis should investigate the potential and impact of some improvement for several journeys, for instance. As mentioned, the customer journey map can define more than one customer touchpoint to one customer journey step in the same column. In this case, the other objects such as risks, ownerships and so on relate to those customer touchpoints in equal measure. Differentiating on an object level between those touchpoints isn’t possible yet. Hence, there is an appropriate approach to define those touchpoints in the customer touchpoint allocation diagram while the column of the journey map remains empty in the lines below. By assigning each customer touchpoint to its corresponding allocation diagram, all information and objectives of the touchpoint persists separately analyzable.

Customer Touchpoint Map

Sometimes you may need to analyse several customer touchpoints. For this reason, ARIS provides a customer touchpoint map. While a journey map reveals rather a process-driven approach to consider the customer interactions, the customer touchpoint map clusters the touchpoints from a strategy-driven point of view. It defines relations to particular ownerships or channels, to risks and initiatives as well as KPIs and shows it in a matrix-based model. All touchpoints that belong to a cluster object are arranged in the column below the cluster.

Digital Experiance

Figure 4: Customer Touchpoint Allocation Diagram.

So the customer touchpoint map is used as the starting point of a CXM project to identify and mind map the interactions a business will have with its customers. This enables you to prioritise those touchpoints and journeys that are more important than others at the beginning.

In addition, a business can maintain its touchpoint map to arrange, administrate and oversee the several touchpoints. With the CXM template, important MoTs, pain points and best practices are easy to see and can easily be kept in mind by the ARIS users.

Align Both Perspectives

A customer journey map is a tool that helps to understand, describe, analyse and even conceptualise customer behaviour during an engagement with the business. In fact, the insights that are won through journey mapping are “for the birds” if they cannot be merged into daily business practice. At the end of the day, customers don’t interact with a journey map, but with business processes that link to employees of an organisation, that are compliant with strategic guidelines and that are measured by KPIs. To design a process with a good customer experience, it is necessary to design, model, simulate and test the associated process, in addition to designing, modelling, simulating and testing the customer journey map. These should not be done independently; they are integrally related.

customer journey

Figure 6: A New Approach

ARIS closes this gap by providing methodical perspectives that are set into relation by the customer touchpoint. They are stored in the same repository even if using different model types to describe the same level of detail. A value-added chain diagram and customer journey landscape similarly represent the higher levels of description. On the other hand, the EPC model and the customer journey map describe the same end-to-end process in detail from their particular point of view.

Thus, both the inside-out and the outside-in perspective have to be matched in order to compare the as-is situation of the business process and the to-be experience the customer will have.

Consequently, an EPC model can use the customer touchpoint object with the CXM method extension as well. Just as the customer touchpoint is related to a customer journey step in the journey map, it is related to a function type within an EPC. In practice, that means a CXM initiative can be run on the basis of two approaches.

Design Bottom-Up Versus Top-Down

The bottom-up approach starts from the inside-out by identifying customer touchpoints into the current business processes as well as obtaining precise information about the as-is situation of the process respectively the customer experiences the process delivers. Deriving a customer journey map from the business process makes the journey analyzable and helps to specify the touchpoints. Alternatively, the touchpoints can be specified by a customer touchpoint allocation diagram before they are put together in a customer journey map. By testing the journey and considering how the customer wants to interact with the business subsequently, an organisation can investigate MoTs, pain points and best practices. As a result, the involved stakeholders receive the insights to compare the as-is journey with the to-be experience. Based on these insights, there can be derived measures to update and enhance the business processes by the methods of the familiar ARIS platform.

According to customers, service Agents failed to answer questions 50% of the time “Harris interactive”The top-down approach, on the other hand, will start from the outside-in perspective by evolving the customer journey as mentioned and deriving the business processes from the insights of the several journey maps. In detail, this approach begins with the definition of the customer experience strategy and a breakdown of this strategy into business objectives. Then the customer journeys and customer touchpoints are clustered in a customer journey landscape respectively customer touchpoint map. Avoid large numbers of customer journey maps to prioritise the most important journeys and to concentrate on a few key areas at the beginning.

Digital Experiance

In the next stage the most important customer journey maps are created step-by-step. The sequence of customer journey steps are drafted as well as the customer touchpoints will be identified and specified by diverse objects and attributes. From those journey maps, there will be derived business processes that are the backbone of the customer experience.

Evaluate the Experience

No matter if the customer journey maps and business processes are developed bottom-up or top-down, once drafted they have to be evaluated. It is important to ensure that the customer journey maps are realistic and don’t pretend that things happen instantaneously or perfectly. The fact that things don’t work like this, in reality, is the cause of much customer dissatisfaction. A good example is online ordering via the Internet. This has become more popular, and drastic improvements in technology and efficiency have allowed retailers to offer next-day or even same-day delivery.

While at first sight, this seems to be an indicator of business success, it doesn’t always guarantee high levels of customer satisfaction. One reason for this is that many of the people who use online ordering are, in fact, at work all day. Next-day delivery is not very useful if there is no one at home to receive the goods. Failed deliveries often result in the customer having to wait until the weekend to collect the goods and, in some cases, having to travel long distances to a parcel pick-up location. This means the customer’s delivery MoT is not the next day but several days later.

to win new customers is 6-7 times more expensive than to keep a current one. “white house of consumer affairs”

To overcome these problems, many retailers have introduced “click and collect” schemes where customers can opt to collect their packages from one of the retail stores, a local shop or post office. This means that the original process (which at first looked very effective) has had to be re-designed and expanded to restore the hoped- for high level of customer service. A very internally focused business process design that defines the process as complete once the goods are dispatched wouldn’t pick up these issues. It is only by analysing the complete customer journey and considering the customer’s MoT that can be achieved top-class customer service.

Digital Experiance

This example shows how it is very easy for businesses to set KPIs they believe are good measures of the process but which bear no resemblance to the customer’s perception. Queries and reports can be created to highlight the difference between the customer’s and the business’s viewpoints. They extract the important customer journey steps and touchpoints as well as MoTs, pain points and best practices from the customer journeys and present them as tables and graphical overviews. So the particular stakeholders can oversee and maintain their processes and or customer journey maps as well as the corresponding object and attribute specific information.

Customer Experiance CXM

Testing the Customer Experience

The customer journey maps and the touchpoint analysis can be used to test how the business processes perform and what the customer’s experience of them will be. Even for many mature process organisations, testing the customer experience is an unfamiliar activity. Organisations may be used in defining a customer experience vision, evaluating processes and doing customer satisfaction surveys after a new product or process is launched. But ensuring that the customer will have a good experience before launch is much more valuable. Early failures and poor customer experience can have a significant and long-term detrimental effect on customer perception and loyalty.

Ideally, the business measures of process effectiveness (the voice of the business) should be the same as the customer’s measures (the voice of the customer), albeit the customer’s measures are informal measures. As mentioned, customers will have perceptions about how well their journeys went as well as judge the experiences based on the outcomes. The voice of the customer should include perception measures as well as outcome and process measures, although it is important to be aware that perceptions do not always correlate with the actual facts.

Because it is not possible to have direct insight into the customer’s process, other ways are needed to get feedback from customers. This might be using customer surveys or more direct routes, such as detecting when customers first activate the product or when the carrier delivers the item. It is important to make the effort to obtain these customer-focused measures because only then is it possible to truly understand the customer journey and be able to assess the customer’s satisfaction.

It is important to make all of the information and insight gained from customer journey maps, MoTs and touchpoint analysis diagrams available to the business. A good approach is to create performance dashboards that use a summary of the models and MoTs along with important business KPIs. This brings customer experience to life for key executives.

CXM with ARIS in a Nutshell

Whether a government entity, retailer, a bank or a utility provider, a taxi service or a hotelier, in the 21st century the internally focused and poor-service business is close to extinction.

Conventional business strategies are challenged by emerging companies, designed solely as digital businesses. These agile companies have created new markets by solving familiar pain points and are annoying industry titans. At the same time, customers have become more demanding and set new service standards, much different from those of 20 years ago. Sadly, many companies that haven’t recognized this development have vanished. Make sure yours isn’t one of them.

Delivering a good customer experience to differentiate from the competitors is not only simple, it’s also an effective way to bind customers to a brand. By starting to evolve your business into a customer-centric digital business using ARIS, you are at the cutting edge, using a mature BPA tool to align business processes and customer experience strategies with an agile and scalable software architecture.

Continue reading

Enterprise Architecture

Enterprise Architecture (EA)

TRANSCEND TOWARDS DIGITAL TRANSFORMATION – AGILE & FAST!

Launch your business to the next level by mapping all the interdependencies between assets, and drawing a clear path towards a successful future. Together with our clients, we design a smart IT portfolio and roadmap for a better digital future for your organisation.

  • TRANSCEND TOWARDS DIGITAL TRANSFORMATION – AGILE & FAST!

    Enterprise Architecture (EA) is the process of translating your business strategy into enterprise change by identifying, communicating, planning for and enabling your organisation’s evolution to the desired future state.

    Our EA professional services empower organisations to:

    • Reduce IT Complexity
    • Increase return on IT investment
    • Clear IT Portfolio planning
  • enterprise architecture

    EA enterprise architecture

Federated enterprise architecture

Properly executed, EA bridges the gap between business and IT and enables leaders to make better-informed decisions. With a strong EA function, organisations clearly identify assets, understand the interdependencies, and map them to a business architecture to realise better resource optimization through business process improvements or other initiatives that rapidly fill the gaps to achieve an organisation’s objectives.

The role of the EA in the project is to ensure cooperation between the business process owners and the project organisation. It needs to be reviewed in different phases of the project as defined in the Project Model. The projects shape and give input to Enterprise Architecture ensuring that it supports the on-going business changes.  The aim is to keep EA holistic and on the driver’s seat of what comes to the development of business concepts, processes and solutions.

Therefore, a good practice is to proactively give input to concepts and projects before too many decisions are made. In addition, it is essential to systematically maintain and communicate the target state with visual views  to all relevant stakeholders.

Palmira helps you explore the benefits and use of Enterprise Architecture and offer practical guidance on the steps required to begin implementing a plan for your organisation’s evolution.

We apply the latest framework designed for better Enterprise Architecture implementation like TOGAF and implement its relation with other known frameworks such as COBIT, ITIL and PMBOK to deliver to you an integration between these frameworks; and where they start and end

enterprise architecture

Palmira provides full-fledged Portfolios Governance, including but not limited to Application Portfolio Governance, Information Portfolio Governance, Technology Portfolio Governance, Service Portfolio Governance, that would lead to a better Architecture Evaluation & Roadmapping.

We adopt Gartner’s application fitness review processes to assess the overall quality and fitness of the applications and products to move the health of the portfolio forward and providing input for a decision process, roadmap development or strategy development to effect meaningful change in the application portfolio.
The overall process of the Application Portfolio Business and Technical Fitness Assessment is described in the following figure 

Enterprise Architecture EA Gartner

The main steps are:
1. PREPARE: Define the purpose and scope of the assessment. Assemble a joint business and IT team.
2. ASSESS BUSINESS FITNESS and quality of applications and products: Collect and assess information for application and products, and
determine the rating for business fitness, quality, and cost profile indicators.
3. ASSESS TECHNICAL FITNESS and Risk of Technical Stacks and Platforms: Collect and assess information for technical stacks and platforms and
determine the rating for technical fitness and risk indicators.
4. ANALYZE: Combine and analyze business and technical fitness to identify and prioritize opportunities for improvement. Use the results to explain in simple terms the risks and opportunities in the current portfolio during discussions about the application strategy, roadmap, and prioritization.
5. DECIDE AND IMPROVE: These steps are not part of the assessment process, but important for next steps to point out.

ASSESS APPLICATIONS FOR BUSINESS, TECHNICAL AND COST FITNESS

Continue reading

Performance Management

Corporate Performance Management

A smart solution to formulate organisational strategies and enable decision making processes

Discover, measure and analyse your processes to continually improve them. Enhance quality and efficiency by tracking relevant KPIs and plotting out proper courses of action for your business.

A smart solution to formulate organizational strategies and enable decision making processes

Corporate Performance Management (CPM) refers to a tool used by corporations to formulate organisational strategies through prescribed methodologies, data analysis, processing, and reporting to monitor and manage the performance of an enterprise. In other words, CPM helps corporations use proven and tested methods and processes to improve their business management. CPM are interchangeably named Performance management software or Performance management Solution (PMS)

  • Performance management solution

  • According to Gartner: “Corporate performance management (CPM) is an umbrella term that describes the methodologies, metrics, KPIs, processes and systems used to monitor and manage the business performance of an enterprise. Applications that enable CPM to translate strategically focused information to operational plans and send aggregated results. These applications are also integrated into many elements of the planning and control cycle, or they address BAM or customer relationship optimization needs. CPM must be supported by a suite of analytical applications that provide the functionality to support these processes, methodologies and metrics.”

    Although CPM is misleadingly described as a business intelligence, its concept is straightforward. The CPM output is vital to the organization in ensuring to maintain its key metrics and KPIs to improve its outcome and subsequently build capability of agility and resilience.

Importance of Corporate Performance Management Software

In the era of business management intelligence, corporations must embrace processes automation. Here are some of the benefits of adopting a CPM solution like MetrixPlus.

  • Real-time feedback
    Performance Management Software (PMS) has smart dashboards that contain every measurable metric and KPIs a management team needs for the decision-making process. However, the advantage is not in the variety. It’s in the ability to read and use data as changes happen in real-time across all parts of the organisation. That is why you need a dynamic interface and capability to build multiple views to have resilience and agility in responding to organisational changes and market distributions.
  • Data consolidation for easy management
    The tools have the intelligence to gather, group, and combine data from multiple sources, whether it is departments, spreadsheets, or building forms with defined SLA to get data on time.
  • Provide simple data feedback and access Performance management tools enable managers to have ease of access to information while still fostering accuracy and quality.
  • Provide ease of risk management One significant advantage of CPM is the impact analysis. For instance, the model empowers managers to mitigate risks and make informed decisions based on the analyses of the best-and worst-case scenarios.
  • Ease of collaboration CPM tools are not only locally integrated but also cloud-connected, which allows all users to stay in sync across all departments.

SOURCES OF METRICS

Information used in the creation of CPM metrics originates from data laying in databases or manually captured from concerned personnel. Those data could contain transactions processed for specific services or information generated from accounting books such as cash flow statements, balance sheets, and income statements. Other sources may include planning, budgeting, and forecasting data, which contain reports such as resource planning, including human resources, services transactions, and financial aspects. Once sources of metrics are identified the KPIs can be formulated.

Therefore, companies should put in place viable frameworks to ensure there is actual performance management and to implement a dynamic CPM solution like MetrixPlus to enable the decision-making process with data on-time according to the updated framework. Below are common frameworks.

Balance Scorecards: A collection of several organisations’ viewpoints

EFQM Excellence Model: A framework that bases strategies on how a competitive organisation should operate. This includes several Government Excellence Programs such as:

  • Dubai Government Excellence Program
  • Sheikh Khalifa Government Excellence Program
  • The King Abdullah II Centre for Excellence (KACE)
  • MPO: Maps strategies or trends of how a business should be adapting to the changing global business experiences
  • Six Sigma: A data-driven framework that ensures the successful operations of a company by eliminating defects by using a simple DMAIC (define, measure, analyse, improve, and control) approach
  • Global Star Rating for Services
  • Key Performance Indicators (KPIs): Measures performance of the above frameworks
    • ADAA as a performance measurement framework developed by The National Centre for Performance Measurement in the Kingdom of Saudi Arabia (Vision 2030)

The strength of MetrixPlus comes from the ability to adopt any framework without the need for IT development skills. The features of building views are vital for strategy management because strategy is about continuous improvement processes for the whole organisation.

HUMAN PERFORMANCE MANAGEMENT (HPM) VS. CPM

Sometimes in corporate management, it is not apparent what strategic managers mean when they refer to performance management. Although this might create confusion with other systems and impose a differentiation between human performance management (HPM) and corporate performance management (CPM). MetrixPlus enables organisations to define any element (Process, employee, department, service, application, etc.) and easily identify the KPIs related to this element and manage it.

However, and for a matter of clarification, the HPM, performance management refers to the performance of human resources. It pertains to employees’ productivity, their level of satisfaction, employees’ turnover, or their operational capabilities. On the contrary, CPM is about how to communicate, align, and deliver actionable strategies through strategic frameworks, as discussed earlier. Therefore, it’s important to clarify the context of performance management in the discussion.

HOW TO AVOID CORPORATE PERFORMANCE MANAGEMENT PITFALLS

When a company communicates effective performance management across the organisation, it must draw critical expectations, as well as expected results. However, this does not always happen smoothly, depending on the dynamicity of the selected solution. As a result, CPM faces significant challenges that need remedies in the initial stage as outlined below.

Strategic alignment with organisational context

This refers to ensuring that every part of the organisation’s processes and all vital elements are aligned with the primary objective such as initiatives, projects and program management, risk management, services, employees, etc.

Smart automation

A poorly executed CPM will mean absolute failure. That’s why a corporation should establish an accessible, elaborate, and dynamic Performance Management Software. A PMS like MetrixPlus is capable of automating the collection of data using a low-code workflow engine. A PMS that easily integrates, processes, and reports as per proposed standards.

Goals synchronisation

Companies should not just use existing strategies without even focusing on their unique strategies. They should instead focus on articulating their primary goals across the corporations so that CPM and all stakeholders are in line with the set strategies. That is why it is again important to select a CPM like MetrixPlus that is capable of building views according to end-user requirements.

Collection of Key Performance Questions (KPQ)

Though derived from KPIs, KPQ is about collecting meaningful, relevant, and usable data by asking the right questions of the proper departments and sources. This is achieved easily by MetrixPlus through a form builder and workflow engine that automate the collection of data on-time.

Fostering a positive learning environment

Once data has been collected, analysed, and interpreted, the next course of action is using the information in meaningful ways. That is, ensuring that organisations have empowered relevant departments to use, correct, and improve areas suggested by CPM metrics and KPIs.

 

HOW TO CHOOSE AN EFFECTIVE CPM SOFTWARE SOLUTION

With the wide range of options in the market, it can be difficult to choose high-performing CPM software. Therefore, below are two fundamental elements to consider when shopping for a CPM solution.

Flexibility and adoption of change

Look for a product that delivers your requirements and is flexible to adopt changes in the future. Concentrate on the features and outcomes that the CPM will provide you.

A product from a reputable organisation

A good product must have positive feedback because it drives satisfaction. The opposite is also true for an average product. However, there is an exception to this rule. Some companies may have a great product, but they are relatively new in the market and have yet to receive some feedback. The best way to move forward, in this case, is to use their trial version before committing to purchasing the full package.

MetrixPlus is an evidence-based corporate solution that enables decision making, monitoring goals, processes, services, employees and systems using innovative methodologies, and metrics for large organisations.

It enables organisations to capture context, correlate diverse internal elements and link them to well-defined metrics and results. MetrixPlus enables a proactive practices, manage the full cycle of Strategy-to-Execute including a robust management review, and automated SLAs to assign accurate roles roles and responsibilities to departments and employees, all with the help of AI algorithms.

Continue reading

  • 1
  • 2

Your digital future starts here, Contact us!

Let's Talk

Our locations:

  • UAE | Dubai | AlMustaqbal Street | Business Bay |
    Exchange Tower | Office # 1703 | P.O.BOX 31712

  • Av. D. João II, Edifício Mythos Lote 1.06.2.1A, 6º Piso,
    Escritório 2, 1990-095 Lisboa, Portugal

    +351218208394

    QW93+G4 Lisbon, Portugal

  • Office#403, Al Abraj Almehaneyeh Complex
    Wasfi Al Tal Street, Amman

© Palmira. All rights reserved.