This Webinar explores the top strategies for Digital Process agility. Hosted by Jan Marek (Generali), Jorge Garcia (Technology Evaluation Centre) and moderated by Bizagi CMO John Webster. This jam-packed webinar included live audience polling and insights into why BPM and Digital transformation go hand in hand.

2. Jorge García, Principal Analyst
Technology Evaluation Centers
Jorge is a senior business intelligence (BI) and data management analyst for TEC.
He has more than 20 years of experience in all phases of application development,
database and data warehouse (DWH) design, as well as 9 years in project
management, covering best practices and new technologies in the BI/DWH space.
Jan Marek, BPM Team Leader
Generali
With millions of policy holders worldwide, including some of the world's best
known multinational companies and brands, Generali provides comprehensive
insurance products. Jan supports the business as BPM Leader, he orchestrates the
high-risk corporate system which currently processes up to 11,000 cases. His
methods reduced time of quotation by 40% and enabled Generali to embark on a
Digital Transformation Journey.
Speakers
Moderator
John Webster, Chief Marketing Officer
Bizagi

3. Who are Bizagi?
From design to automation and deployment,
Bizagi supports the complete BPM and process
application development lifecycle
to make digital transformation a reality

4. Global Customers & Partners

5. Our Topic Today
Top 5 Strategies for Digital Process Agility
Exploring five practical strategies for business process management in the digital economy.
Discussion Points:
1. Selecting process management technologies
2. How to start small, but think big
3. Ensuring continuous innovation delivery
4. Combining flexibility with simplification
5. Foundations for a BPM Center of Excellence

6. TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITY
SURVEY QUESTION 1
What is your primary driver for adopting a process
management and automation platform?
a. Increasing customer satisfaction
b. Complying with regulatory pressures
c. Reducing operating costs

7. TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITY
WHAT IS BPM?
“Business process management is a discipline involving any combination
of modeling, automation, execution, control, measurement, and
optimization of business activity flows, in support of enterprise goals,
spanning systems, employees, customers, and partners within and
beyond the enterprise boundaries.”
—Workflow Management Coalition
“With Digital Transformation the consumer, rather than the technology,
is in the driver’s seat, and this matters.”
— Forbes

8. TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITY
WHY AND WHEN DO WE NEED BPM SOFTWARE?
Top 3 reasons why implementing BPM software works
in the digital economy:
• Accommodate increased business complexity
• Facilitate collaboration
• Increase process interaction

9. TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITY
WHAT ARE THE BENEFITS?
• Doing things right
• Avoids waste arising from manual effort, poor
collaboration, and inability to monitor progress
• Result: time savings
Efficiency
• Doing or using the right things
• Enables focus and control
• Result: better exception handling, better decision
making
Effectiveness
• Rapid response to customer needs
• Ability to adapt rapidly to business changes
• Driver for change can be internal or external
• Result: improved compliance, no delays or fines
Agility

10. TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITY
BOOSTING CUSTOMER EXPERIENCE
BPM main contributions:
• Lower cost of operation
• Improved product, service quality, and delivery timelines
• Increased personalization
• Customer-centric decision making

11. TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITY
BOOSTING CUSTOMER EXPERIENCE
It’s key to understand:
• The role of BPM in customer service
o Technology can enable rapid process evolution for
customer-service goals
• The importance of BPM in customer experience
o BPM automation capabilities can increase the value of
human interaction
• How to use BPM to drive customer experience goals
o Advantages include ability to do larger-scale projects
and offer complementary tools and services

12. TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITY
SURVEY QUESTION 2
To what degree does your organization consider the customer
experience when designing operational processes?
a. High: Customer experience is crucial for process design
b. Medium: Important, but other considerations come first
c. Low: Process design needs to follow internal compliance

13. TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITY
CHALLENGES AND OPPORTUNITIES
Avoid solely IT-led
BPM projects
• Focus on processes with real business benefits
• Promote customer-centric processes
• Build inward- and outward-looking processes
React promptly to
business change
• Enhance process control and measurement
• Improve process monitoring and optimization
Make BPM “agile”
• Adapt continually and rapidly to changes
• Narrow the gap between design and
deployment
Challenge Opportunities to:

14. TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITY
TOP 5 STRATEGIES
5 Top Strategies for Digital Process Agility
1. Select a best-fit process management/automation solution
2. Start small, but think big
3. Ensure continuous innovation
4. Combine flexibility and simplification
5. Establish the foundation for a BPM center of excellence (CoE)

15. TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITY
TOP 5 STRATEGIES
Data-centric
architecture
Comprehensive
functionality
Universal
access
Flexible
deployment
Simple
interfaces
Ease of use
Native mobility
1. Select a BPM and Automation Solution: Main Factors

16. TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITY
TOP 5 STRATEGIES
1. Select a BPM and Automation Solution: Functionality
Management Automation
Process modeling Automated execution
Security management Integration
Process collaboration Process orchestration
Form management
Workflow portal
Process execution
Monitoring and management
Process analytics

17. TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITY
TOP 5 STRATEGIES
Initiative, not a project
Having a clear business case
Developing a good roadmap
Getting executive support
2. Start Small, Think Big

18. TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITY
TOP 5 STRATEGIES
• Improve efficiency and reduced risks
• Ensure measurability
• Enhance consistency, repeatability, and transferability
• Ensure compliance and transparency
• Promote sustainability
• Increase technology integration
3. Ensure Continuous Innovation

19. TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITY
TOP 5 STRATEGIES
4. Combine Flexibility and Simplification
“Agile” process
design
Process and
productivity
management
Logic focused
employee/user
satisfaction
Effective operations
management
Effective content
management
Effective team
management

20. TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITY
TOP 5 STRATEGIES
Governance
Project Status
Track Value Delivered
Process Portfolio
Skills
Standards
Reusable Services
5. Establish the Foundation for a BPM CoE

21. TOP 5 STRATEGIES FOR DIGITAL PROCESS AGILITY
SURVEY QUESTION 3
In your view, what is the most important capability a BPM platform
should have to deliver digital process efficiency and automation
improvement?
a. Comprehensive functionality
b. Flexible deployment
c. Simple interfaces and ease of use for all
d. Native mobility

22. © 2016 BIZAGI AND GENERALI | BIZAGI USAGE IN LIFE INSURANCE
1.
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4.
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7.
Who is Generali?
What was the primary business need for a BPM solution?
Key challenges in implementing a BPM solution?
What were Generali looking for in a BPM solution? Why Bizagi?
What was the business impact of Bizagi?
Future Projects Focus
Key Learnings to date
Bizagi at Work – The Generali Story

23. © 2015 BIZAGI AND GENERALI | MEDICAL RISK EVALUATION: BIZAGI USAGE IN LIFE INSURANCE

24. © 2016 BIZAGI AND GENERALI | BIZAGI USAGE IN LIFE INSURANCE
Why BPM?
Who is Generali?
 Generali and Ceska Pojistovna provides both
individual life and non-life insurance, and insurance
for small, medium and large clients in the industrial,
agricultural and business risks.
 The company has more than 3,900 employees and
5,600 sales representatives in more than 4,500 sales
branches.
 Manages nearly eight million insurance contracts and
its market share in the market reached 23.9 percent.

25. © 2016 BIZAGI AND GENERALI | BIZAGI USAGE IN LIFE INSURANCE
Driven by customer expectations:
 Transparency
 Flexibility
 Control
 Multi-channel
What was the business
need for a BPM Solution?

26. © 2016 BIZAGI AND GENERALI | BIZAGI USAGE IN LIFE INSURANCE
What were the most important goals?
• Speed up the process of policy binding and
make it transparent to our business partners
• Offer to our business partners paperless
process of policy binding including e-signature
• Cover complete process of policy binding
including medical a risk client evaluation
• Enable users parallel processing during the
policy binding

27. © 2016 BIZAGI AND GENERALI | BIZAGI USAGE IN LIFE INSURANCE
What were the main business challenges
that a BPM solution needed to address?
 Process of policy binding contains a lot of
different process / departments
 Back-office uses different systems with
limited workflow ability
 Enable users to assign multiple cases
according different criteria with a single click

28. © 2016 BIZAGI AND GENERALI | BIZAGI USAGE IN LIFE INSURANCE
What were you looking for in a BPM solution?
 Single customizable workflow
 Easy to integrate
 Measure the SLA per user
 In-house development
 Optimize existing processes

29. © 2016 BIZAGI AND GENERALI | BIZAGI USAGE IN LIFE INSURANCE
Why did you choose Bizagi?
 BPM Modeller provided for free
 Fast implementation, supports multi-language
 Fast migration to TEST/Production environments
 Building the application completely in-house
 Technical support from Bizagi

30. © 2016 BIZAGI AND GENERALI | BIZAGI USAGE IN LIFE INSURANCE
What was the impact of Bizagi BPM?
 Real time reports and SLA per user, department, etc.
 Daily we process
 400 policies
 Over 600 various documents from DMS
 Average core process duration: 4 days and 61 minutes
 Strong integration with our DMS
 Printing & emailing solution
 Automatic Payment processing with Policy Management System
 Automatic Policy creation in policy management system

31. © 2016 BIZAGI AND GENERALI | BIZAGI USAGE IN LIFE INSURANCE
Future Projects?
 Policy Cancellation and MTA processes
 Those processes will enable our customers to transparently and fast process the change or
cancellation of the policy
 TBD: Q2 2016
 Compliance Processes
 Project will cover customer or internal complaints and provide the customer clear result of
how the complaint was solved
 TBD: Q3 2016

32. © 2016 BIZAGI AND GENERALI | BIZAGI USAGE IN LIFE INSURANCE
What did you learn so far?
Start with process that is working and grow fast!
Include business people in development on a regular basis
Use Agile Methodology (SCRUM, etc.)
Deliver the first version of the process ASAP
Deliver the changes to the business people every week
DO NOT go for the big bang. Rather plan a series of small controlled deployments

33. Questions Answers

34. 5 Top Strategies for Digital Process Agility
 Select a best-fit process management/automation solution
 Start small, but think big. Your digital process endeavour is an initiative
 Ensure continuous innovation
 Combine flexibility and simplification
 Set the foundation for a BPM Center of Excellence (COE)

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For more information
Visit www.bizagi.com or email community@bizagi.com

36. www.Bizagi.com
www.linkedin.com/company/bizagi
www.twitter.com/bizagi
BIZAGI COPYRIGHT © 20156 | #BIZAGILIVE
John Webster | E-mail: john.webster@bizagi.com
Jorge García | E-mail: JGarcia@tec-centers.com
Jan Marek | E-mail: jan.marek@generali.com
Thank you