A company is undergoing a significant IT modernization, replacing complex legacy systems with new, integrated solutions, and is leveraging a Business Process Management (BPM) tool to ensure a smooth transition and minimize disruption to its dealer network.
Mind Map
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We have a great associate base. A lot of talented leaders. As the organization as I said following
our founder Mr Moran, how do we make our dealers successful. We're one of the early innovators,
but over 40 years our technology has become complex, out of date and inhibited our ability to
innovate at speed. As we realized we have a need to support our growing dealer volume. We need new
parts distribution centers. We had an opportunity to either sink more money into old legacy systems,
which doesn't seem like a good investment. Or push forward into the future like our founder
always did. So we've gone with new systems. With Microsoft Dynamics. Best of breed with Manhattan
with Blue Yonder. With this modernization there's a lot of complexity. A lot of moving pieces and
we had a need to connect the dots. How do we get ready? How do we capture our current state? How
do we ensure we got the fullness of how we do business so that when we go to implement this
new system we minimize any risk of disrupting our dealers. I've been in the BPM business both
automation and repository for greater than 20 years and I've used probably every tool there
is out there I would say. And looking at Mavim this is a place where we could truly capture what
we call a business process capability hierarchy or a business catalog. Our processes our work
instructions and it integrates with Microsoft which is we're going all in with Microsoft top
to bottom and it was really a great fit for our IT strategy as well as usability for our business
and the ability to then turn around and share that with our SI partner. I would say at least
between 30 and 50%. And the reason why I say that is because we saw in a smaller example in a prior
experience where we did not capture current state we left it up to the participants in the project
to come in and bring the documentation they had to share their information. And we didn't have a
central repository. We never went through the effort of saying you know what we're going to
purposefully capture everything in this format with this rigidity, with these stakeholders and
so we saw just by evidence of how long that effort took without this Central repository that that was
the Delta. The other side to that coin is how do you then base your future state off of something
that you don't have agreement on right. So our current state we had a full agreement
on. It was in one place. Now we need to look to the Future so we can rely on that pivot point.
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