Organizational evolution

11/10/2016 - 11:00 AM

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FAN9000844

The organizational evolution, based on a new logic in representation and process management (activities geared towards achieving a result that satisfies internal and external customers), started in January 2014 is an intense activity that continues through work focused on 4 main objectives:

  • Mapping of the Core Processes: with the definition of a model to identify the list of corporate primary processes and the gradual mapping of the value chains (that is, of the processes interlinked with them).
  • Simplification of the Processes: the focus is on re-engineering core processes defined as “critical” (that is, those that require more careful monitoring), in line with the strategic plans as well as legislative and regulatory indications, supported by costs/benefits analyses.
  • Monitoring of the Effectiveness of the Processes: with the building of a library of the main E2E indicators of the processes/value chains and monitoring their trend performance with respect to the set performance targets.
  • Updating and Optimization of the Procedural Documents supporting the processes: in order to streamline and safeguard the documentation, handling aspects linked to the protection, conservation, archiving and facilitated search and retrieval of the documents themselves.

Particular importance is also being given to plans for training for all people working in this area, exploiting tools such as digital education, gamification and the creation of a community actively engaged in ensuring a place for discussion, exchange and sharing of best practices in Business Process Management.

The aim is to seize the opportunity to change the modus operandi of those involved in the project (around 1.300 people throughout all the company departments) so that the new digital tools can lead to a different and more fluid method of sharing professional knowledge and experience thereby encouraging the sharing of ideas and specific know-how.