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Organizational Fit for Successful Transformation
Alessandro Petri
Senior Customer Success Manager
Celonis
Agenda
1 Framing the picture – designing a framework for success
• Houston! (we used to have a problem)
• Finding the succ...
Framing the picture - Houston!
Requirements
& Scoping
Infrastructure
& Data
Integration
Process
Connection &
Analyses
Setu...
Framing the picture – Finding the Success Factors
Real-world observation and feedback
(what makes our most successful cust...
NEW CUSTOMER NEED
you never saw it coming
Framing the picture – Working Agile and Putting it all together
Best practices
(...
Success Factor focus: Organization – Breakdown & Impact
If we see any needs in these areas, we can support them with our
O...
Path to fitness – Overview of the journey
Follow-ups
• Refine the Organizational Model
• Define resources
• Design the Ope...
Path to fitness – Walkthrough of an Organizational Fit Workshop
deliverable deliverable deliverables
 Customer shows
curr...
Some Organizational Takeaways – Why we need tailoring
Top-Down (Push)
Bottom Up (Pull)
CentralizedDecentralized
Some Organizational Takeaways – Drivers
Some Organizational Takeaways – Drivers – Centralization-Decentralization
 Central knowledge, single point of expertise
...
Some Organizational Takeaways – Drivers – Centralization<->Decentralization
Process mining as a special purpose tool
Owner...
Some Organizational Takeaways – Drivers – Push<->Pull
 Needs C-Level/Board level sponsorship
 Senior Management provides...
Q&A
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Determining Organizational Fit for Transformation Success

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When a new technology is introduced into an organization, its adoption changes the internal dynamics of that organization. Even more so if the technology is inherently transformational, like Celonis.

Ensuring that an organization is a fit for Celonis is very different than taking best practices and putting them in place. It means understanding the current context of that organization, establishing a baseline of how Celonis fits in that context and then designing an organizational and operating model for Celonis that is both effective and actionable over the next several years within the specific context of that organization.

In this session, we will see how we determine organizational fit for Celonis, taking into consideration some of the main drivers we have observed from our most successful customers across different organizational setups.

Presenter:
Alessandro Petri, Senior Customer Success Manager, Celonis

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Determining Organizational Fit for Transformation Success

  1. 1. Organizational Fit for Successful Transformation Alessandro Petri Senior Customer Success Manager Celonis
  2. 2. Agenda 1 Framing the picture – designing a framework for success • Houston! (we used to have a problem) • Finding the success factors • Working Agile • Putting it all together 2 Success Factor focus - Organization • Breaking down Organizational success • What does the Organizational Fit journey impact? 3 Path to fitness – A journey in organizational design • Overview of the journey • Walkthrough of an Organizational fit Workshop • Some takeaways 4 Q&A
  3. 3. Framing the picture - Houston! Requirements & Scoping Infrastructure & Data Integration Process Connection & Analyses Setup User enablement Validation & Handover Implementation and Onboarding phase...  ...and then? • We are a software vendor (but our technology is inherently transformative) • Our goal at Celonis: create value for our customers, therefore… • …we must support our customers for better value generation on the mid-long term How do we do this?
  4. 4. Framing the picture – Finding the Success Factors Real-world observation and feedback (what makes our most successful customers so successful?) Academic literature (esp. management studies) Execution Organization Strategy
  5. 5. NEW CUSTOMER NEED you never saw it coming Framing the picture – Working Agile and Putting it all together Best practices (from product development, continuous improvement, validated learning, …) Ready for the next sprint! Determine actions on customers Learn, share and improveScore customers on success factors 1 Backlog of prioritized improvementactions Ensure execution 2 3 4 Success Factors Scoreboard Kanban board For execution Validated Learning A framework for customer success
  6. 6. Success Factor focus: Organization – Breakdown & Impact If we see any needs in these areas, we can support them with our Organizational Fit workshop and follow-ups Organizational Fit Resources Culture ExecutionOrganizationStrategy Capacity SkillsOrganizational Structure Is there an organizational structure in place to properly support Celonis and related initiatives? Are roles and responsibilities defined & assigned? Celonis Ownership Is there someone in the customer's organization who is appointed with clear responsibility and decision making on everything Celonis- related? Business Stakeholders involvement Is business leadership involved ad mid and high levels (e.g. GPOs, Team leads, …)? Are enough FTEs allocated? Are resources well-skilled?
  7. 7. Path to fitness – Overview of the journey Follow-ups • Refine the Organizational Model • Define resources • Design the Operating Model • Plan for change • Put the models into action Onboarding Adoption Full enterprise useExpansion Organizational fit workshop Ready for Expansion Organizational fit to get maximum value out of Celonis
  8. 8. Path to fitness – Walkthrough of an Organizational Fit Workshop deliverable deliverable deliverables  Customer shows current organizational structure  Determine goals 1-day Workshop Understand your context Pick the right target model Tailor the model for your organization Next steps and commitment 2 3 4 51 1h to 2h (Prepared beforehand) 1h 3h or more 1h afterwards  Presentation of models distilled from our customer base  Participatory design workshop  Determine timeline and resources  Definition of next steps  Strategy for getting commitment  Defined and accepted next steps  Clear organizational goals  Choice of a model  Target high-level organization model  Final organizational model  Final resource assignment  Operating model  Change plan  Action! Several weeks … deliverable  Choice of a model deliverable
  9. 9. Some Organizational Takeaways – Why we need tailoring
  10. 10. Top-Down (Push) Bottom Up (Pull) CentralizedDecentralized Some Organizational Takeaways – Drivers
  11. 11. Some Organizational Takeaways – Drivers – Centralization-Decentralization  Central knowledge, single point of expertise  Centralized development of best practices  Single truth across the company, good comparability  Efficient and scalable use of resources Uses Uses Uses Owns  Visible, easily approachable  Fast decision making and support  Quick feedback loops  Process Expert = Data Scientist Owns and Uses Owns and Uses Owns and Uses Decentralized Models Centralized Models
  12. 12. Some Organizational Takeaways – Drivers – Centralization<->Decentralization Process mining as a special purpose tool Owner: A HQ unit such as Audit, Compliance or Internal Control PROS • Easy to create value initially • Very powerful in control functions • Clear use-case • Few stakeholders to manage CONS • Difficult to spread to business • Very hard to scale • Easily perceived as “the policeman’s tool” Process mining in business units Owner: Each business unit owns its instance or process PROS • Business Ownership • Alignment with business goals • Resilient and easy to scale • Easy to align with digital transformation initiatives CONS • Effort to spread the know-how • Many stakeholders • Needs change management and coordination effort Process mining as a Center of Excellence Owner: An existing Process Improvement or Process Excellence unit or a new, dedicated Process Mining unit PROS • Focus on business value • Organic view of Process Mining within the company CONS • Potentially difficult to scale up • lack of focus on value creation Process mining as an IT tool Owner: An unit within the IT department, usually Business Intelligence PROS • Tech knowledge is close to the tool CONS • Lack of business understanding • Lack of focus on value creation • Process Mining seen as a “reporting tool” instead than for process improvement Decentralized CentralizedDecentralized Models Centralized Models
  13. 13. Some Organizational Takeaways – Drivers – Push<->Pull  Needs C-Level/Board level sponsorship  Senior Management provides direction for change  Celonis Process Mining is leveraged to support strategic initiatives and goals  Demand for process analysis is pushed from top  Start-small approach  The business drives the direction for change  Challenges in the business result in demand for process insights and change  Celonis Processs Mining is leveraged to support the business  Demand for process analysis is pulled from business side Top-Down (Push) Bottom-up (Pull)  Fast decision making  Good alignment with strategy  Management has control  Clear focus and conditions for performance improvement ‒ Sometimes difficult to engage target group ‒ Difficult to change if it’s not working + -  Innovative thinking  Easy to engage the target group for change  ‘natural’ communication networks – Requires more time and cost to propagate change throughout the organization – Management has no full control + - In general we see two different approaches to drive Transformation with Celonis within companies. The approaches can also be combined in a hybrid model.
  14. 14. Q&A
  15. 15. Thank you!
  • HaileyHarrington

    Jul. 19, 2021

When a new technology is introduced into an organization, its adoption changes the internal dynamics of that organization. Even more so if the technology is inherently transformational, like Celonis. Ensuring that an organization is a fit for Celonis is very different than taking best practices and putting them in place. It means understanding the current context of that organization, establishing a baseline of how Celonis fits in that context and then designing an organizational and operating model for Celonis that is both effective and actionable over the next several years within the specific context of that organization. In this session, we will see how we determine organizational fit for Celonis, taking into consideration some of the main drivers we have observed from our most successful customers across different organizational setups. Presenter: Alessandro Petri, Senior Customer Success Manager, Celonis

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