4 steps to successful process orchestration

1. Identify challenges & define goals

Before a company can start with process orchestration, it should first carry out a precise analysis of the current situation. Initial automation approaches often already exist, but these are usually isolated and limited to individual departments or systems. Although they bring local improvements, the full potential of end-to-end orchestration usually remains untapped.

The first step therefore requires a detailed examination of the company's processes. You should ask yourself the following questions:

• Which systems are currently in use?
• Which processes or sub-processes are already automated?
• Where do media breaks or manual intermediate steps occur?

While the analysis aims to paint a realistic picture of the current process landscape and derive concrete areas for action, process orchestration pursues its own strategic goals: These include eliminating media discontinuities, improving transparency along end-to-end processes, and strengthening the integration of IT and specialist departments. The aim of orchestration is also to efficiently automate both cross-system workflows and processes involving human interaction.

2. Analyze processes and develop an orchestration strategy

The next step is to analyze the processes to be orchestrated in detail. A proven method is to use the customer journey as a guide. Consider the steps a customer goes through from initial contact to complete service delivery. In most cases, this will allow you to derive the relevant end-to-end processes.

Based on the analysis, it is advisable to create a process map that clearly shows:

• Which departments and systems are involved in the processes
• Where interfaces between the systems exist
• Which process steps are automated or manual

This not only reveals existing dependencies and weaknesses, but also highlights potential for more efficient process design.

On this basis, you can develop an orchestration strategy that should clarify the following:

• Which processes should be prioritized for orchestration
• Which rules and workflows need to be defined
  
• How automated and manual steps can be combined in a meaningful way
• How the processes should be controlled (e.g., via a workflow engine such as Camunda)

The strategy forms the basis for the subsequent technical implementation.

3. Cost-benefit analysis & risk assessment

It is particularly important for SMEs to be guided not only by technical possibilities, but also by economic aspects. A business case helps to clearly define the desired outcomes, put the necessary investments into perspective, and ensure the economic viability of the project.

The first step is to evaluate the expected benefits as concretely as possible. Consider the areas where process orchestration can bring about noticeable improvements, especially in terms of:

• Reducing process runtimes
• Reducing error rates through automation
  
• Reduction of personnel costs through the elimination of routine tasks
• Increased transparency and traceability

Once the expected benefits have been assessed, the next step is to systematically record the expected costs.

• One-time costs for platform, licenses, training, and implementation
• Ongoing costs for operation, maintenance, and further development
  

In addition to the financial aspects, it is worth defining qualitative goals, such as better customer focus, shorter response times, increased compliance, or improved collaboration between IT and business departments.

However, it is important to clearly identify not only the opportunities but also the risks. Typical challenges include:

Technical complexity: Are sufficient IT resources available?

• Acceptance within the company: Do the departments affected support the project?
  
• Resource scarcity: Is there enough internal capacity available for the project and operation?
  
• Realistic economic efficiency: Are the expected benefits actually higher than the total costs?
  

An honest risk assessment helps to identify stumbling blocks at an early stage and develop appropriate countermeasures.

Based on this business case, it is possible to estimate when the investment in process orchestration will also become financially profitable.

4. Plan implementation step by step & convince stakeholders

The successful introduction of process orchestration depends on structured planning and the active involvement of all stakeholders. Avoid the mistake of implementing everything at once. It is better to start with a pilot process, gain initial experience, and scale up gradually.

The following are important for implementation:

• A clear roadmap with milestones, responsibilities, and a realistic schedule
  
• The definition of quick wins to achieve visible success quickly and promote acceptance
• The early involvement of all relevant stakeholders from IT, specialist departments, and management
• The definition of suitable tools and methods (e.g., BPMN modeling, workflow engines)
  

Use the arguments developed in the business case to convince management and specialist departments. A realistic assessment of the costs, potential benefits, and identified risks facilitates decision-making and builds trust.