Business Process Automation – Combining business processes, data, and documents

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Business process automation is taking on a new significance. The ISR business units and the people behind them are constantly on the move.

What to Expect Here – An Overview

1. Agility as corporate DNA

2. "Digital Operations" becomes "Business Process Automation"

3. Business Process Automation: New name, new opportunities

4. New teams – new topics in the Business Process Automation business unit

5. The reorganization of the division – insights into the team

6. Challenge Accepted – Hello "Business Process Automation">

Everything remains different – this saying has now become a more pressing reality than we could have imagined just a few years ago. We can now speak of "continuous transformation" in all areas of the economy and society. Change today is a kind of never-ending story that leads us (directly or indirectly) to question the status quo again and again – perhaps even forces us to do so. What was once the picture-perfect corporate strategy may already be outdated today.

The tipping point for exponential acceleration is already behind us. Not least due to the COVID pandemic, developments that we might otherwise only have seen in a few years' time have been accelerated even further. However, this acceleration comes at a price. The paradox of "faster and faster, more and more" combined with the increasingly urgent need to align our economy with sustainability and structural "less" is challenging every company and every individual. This constellation requires all our creativity, motivation, and resilience so that we can succeed in finding new ways forward. To do this, every company today needs a clear vision, a strong established awareness of change, and the competence to act quickly and decisively and, where necessary, to correct course quickly.

Agility as corporate DNA

In our complex world, this is no longer a balancing act for the captain; agility must permeate the entire company. Business can now only be managed in teams. And for this to succeed, we need more and more information and options for action at every point, at all times.

This supply of information can only be scaled with consistent automation. And constant change forces us to automate automation as well. Software development, system provision, security and data protection, enforcement of regulatory compliance—all of this can now be defined and controlled in companies, at least in part, using code—and this is also urgently needed. Anyone who still tries to implement these interlinked requirements through individual initiatives is wasting time and money and will often achieve their goal too late.

"Digital Operations" becomes "Business Process Automation"

Our introduction at ISR often begins with the line, "We have been successful on the market for 28 years..." That's a long time, not just in Internet years, so it has become a regular practice for us to question ourselves and realign our course with the requirements of our customers. This takes place in small, almost invisible continuous improvements, but also in larger steps when a business unit takes the next step in its ongoing transformation (see Fig. 1).
Business Process Automation - Digital Business Areas in Transition
Fig. 1: Forever in Transit – always keeping an eye on constant change | isr.de

Business Process Automation: new name, new opportunities

We took this step for several reasons:

1. We have expanded our field of activity in many implementation and solution projects. Whereas the focus used to be on optimizing support processes, we are now increasingly applying our expertise in our customers' service areas.

2. Our core competence is the networking of documents, data, and processes. As described above, this has become a complex automation task, which we would like to refer to as such.

3. ISR software products are also evolving into digital services. We implement these services in highly efficient, automated process chains.

4. Customers recognize more quickly how we can help them solve problems. We therefore make it easier for them to find their way around.

5. Refocusing has helped us to align our divisional organization in a more stringent, agile, and competence-oriented manner.

New teams – New topics in the Business Process Automation business unit

With the exception of the smallest companies, all businesses today are software companies to some extent, and many of these companies work with complex business processes. We cannot eliminate the complexity of business processes with software, but when used strategically, we can employ methods and techniques to enable innovation and allow companies to gain a competitive advantage and maximize profitability. Our portfolio of expertise helps with this:
  • Project and Change Management – Modeling and implementation of change processes with the aim of achieving greater agility. Think outcome, think digital as a basic business principle.
  • Process and digitization management – process definitions, process mining, modeling of domains and boundaries for the best possible basis for automation. Standards and best practices in process modeling with BPMN and DMN. Domain-driven architectures and processes shape the entire agile IT landscape.
  • Input management – automation of the "analog remainder." Implementation of "input management as a service" with Buildsimple and its integration into subsequent processes.
  • ECM IBM – We implement BPM best practices and templates for case and process management, as well as proven input management with Datacap.
  • Process Automation – DevOps specialized in our areas of expertise. Projects and development of process products, development services with Camunda.
  • Cloud Architecture & Service – Infrastructure as Code with Terraform, public cloud, multicloud, and the close integration of data and process management in modern architectures.

The reorganization of divisions – insights into the team

Our new unit structure is the result of a continuous development process. It is time for a new dynamic that defines our customers in particular as the starting point and focus of our consulting and development services.

  • Several business team leads act as intrapreneurs, taking responsibility for results and customers with their teams. This enables us to scale our future growth more effectively horizontally.
  • In addition, we are strengthening the support we provide to our existing customers in order to give them the best possible opportunity to develop their investments.
  • Thematic and competence areas promote the continuous training and further education of our consultants and developers. They are organized as a community.
  • We are strengthening our market presence through increasing digitalization in marketing and sales. This will enable you to engage in dialogue with us in an even better informed manner in the future.

Challenge accepted – Hello, "business process automation"

And what challenge can we help you with? We can advise you on all aspects of digital transformation. Feel free to contact us.

ISR Colleague Portrait

Mark Hommola
Head of Business Process Automation
Business Process Automation
mark.hommola@isr.de
+49(0)151 422 05 426

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About ISR

Since 1993, we have been operating as IT consultants for Data Analytics and Document Logistics, focusing on data management and process automation.
We provide comprehensive support, from strategic IT consulting to specific implementations and solutions, all the way to IT operations, within the framework of holistic Enterprise Information Management (EIM).
ISR is part of the CENIT EIM Group.

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