Present society demands agility. Companies need to be flexibel and need to react on constant changes. Short term strategies define the way of working.

For that reason the organisation of the operations is crucial. Workprocesses should be balanced. Create high performance but still adaptable. And ofcourse of high quality.

This emphasize the management skills of the leaders in the company. In order to take good decisions it is not enough to rely on experience and expertise. There is no room for failures. Solid decisions need to be made.

For that a good insight on the workprocesses is needed. How to create value. What are the risk and how to mitigate them. Business process modeling in combination with fact checking is key.

Not only manage the way of working but also have a constant view on the performance.

A Business Process Maturity Model is a framework that helps organizations assess and improve their business processes. It typically consists of a set of stages or levels that represent different levels of maturity in managing and optimizing processes. These models provide a roadmap for organizations to move from ad-hoc and chaotic processes to a more structured, controlled, and optimized state. There isn’t a universal business process maturity model, but one well-known example is the Capability Maturity Model Integration (CMMI). Here are some common stages in such models:

1. Initial/Ad-Hoc: Processes are unpredictable, poorly controlled, and reactive. There is little or no standardization, and success depends on individual efforts.

2. Repeatable: Basic project management processes are established, and there is a level of consistency. However, processes are not yet fully defined, and success is still heavily dependent on individuals.

3. Defined: Processes are documented, standardized, and integrated into the organization’s overall management processes. There is a focus on process discipline, and procedures are well-established.

4. Managed: Processes are monitored, measured, and controlled. Performance metrics are used to manage and control processes effectively. Continuous improvement is emphasized.

5. Optimizing: Continuous improvement is institutionalized, and organizations focus on optimizing processes to achieve efficiency and effectiveness continually. Lessons learned from previous projects are incorporated into process improvement efforts.

Implementing a Business Process Maturity Model involves assessing the current state of your processes, determining the desired maturity level, and then taking steps to improve and optimize processes gradually. This may involve training, process documentation, technology implementation, and a cultural shift towards process improvement.

Keep in mind that different models may have different stages or names for these levels, and organizations may choose or adapt a model that best suits their needs and goals. Regular assessments and adjustments are crucial to ensuring ongoing improvement in business processes.

Process mining is a data-driven methodology that involves extracting knowledge from event logs of information systems to gain insights into business processes. It encompasses a set of techniques and tools for analyzing, visualizing, and improving processes based on the data generated during the execution of various activities within an organization.

The main objectives of process mining include discovering the actual flow of processes, identifying deviations from expected behavior, assessing performance, and facilitating continuous improvement.

By leveraging event data, process mining provides organizations with a comprehensive understanding of how processes operate, enabling them to make informed decisions for optimization and efficiency.

“Management of Change” and “Change Management” are related concepts, but they refer to different aspects of the change process within an organization. Here’s a breakdown of the key differences between the two:

1. Change Management:
   • Definition: Change management refers to the structured approach and processes used to manage the people side of change within an organization.
   • Focus: The primary focus of change management is on the individuals and teams affected by the change. It involves strategies and tactics to help employees adapt to new processes, technologies, or organizational structures.
   • Key Activities: Change management activities may include communication plans, training programs, stakeholder engagement, and addressing resistance to change.
   • Objective: The main objective of change management is to ensure that the people within the organization are prepared, willing, and able to embrace the changes introduced.
2. Management of Change:
   • Definition: Management of Change (MOC) is a broader term that encompasses the overall process of planning, implementing, and controlling changes within an organization.
   • Focus: The focus of management of change extends beyond the human elements and includes the entire process of introducing and executing changes. This includes technical, procedural, and organizational aspects.
   • Key Activities: Management of change activities may involve assessing the impact of changes on operations, managing risks, ensuring compliance with regulations, and overseeing the entire change process from initiation to completion.
   • Objective: The primary objective of management of change is to ensure that changes are implemented smoothly, efficiently, and with minimal disruption to the organization’s operations.

In summary, “Change Management” is a subset of the broader concept of “Management of Change.” Change management specifically deals with the people-oriented aspects of change, while management of change encompasses a more comprehensive view, including the technical, operational, and organizational components of the change process. Both are critical for the successful implementation of changes within an organization, and they often work in tandem to address the multifaceted nature of change.