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How AI shifts process discovery ahead of the workshop – and turns two days of assessment into two days of decision-making In many companies, process workshops still begin according to the same pattern. Ten or twelve subject-matter experts and managers come together for one or two days, with a whiteboard or a digital process map […]

Why real cases, evidence and cross-checks turn opinions into robust process analysis “For us, this is fully standardized.” Fine. Show me the last case. This small follow-up changes a surprising amount. Because an interview is not yet a process analysis. It is, first of all, a collection of statements about how people perceive their organization, […]

How the Elephant Finder finds what everyone knows – but what is not stated in any process manual The most interesting sentences in a process interview often begin with a single word: “Actually.” “Actually, this runs via SAP.” “Actually, this process is fully automated.” “Actually, there is a clear approval rule for this.” Or: “Actually, […]

Why AIS [ai]works Process Intelligence rethinks process analysis In many companies, process analysis still begins in a surprisingly similar way. People from different areas come together in a workshop. In front of them is a whiteboard, a digital process map or a wall full of post-its. Then the joint reconstruction begins: What happens first? Who […]

Why CREM must also consider the organizational issue Few topics have shaped the discussion around corporate real estate in recent years as much as Hybrid Work. The reflexive response of many companies: a space ratio. Less presence, fewer desks, fewer square meters – and the issue appears to be addressed. This response falls short. Hybrid […]

Organization and capability: Two target states for CREM Many CREM transformations begin with an organizational chart. Decision rights are shifted, services are bundled or outsourced, and new roles are defined. Whether the organization then actually performs its tasks better often remains unclear. This is because the organizational design and professional capability are two different dimensions […]

Most maturity models do not answer the wrong question poorly. They simply answer the wrong question. What does a professional CREM organization look like? Centrally managed, highly standardized, digital, data-driven, and as closely linked to Finance as possible? Should it bundle its services, consistently outsource operational tasks, and itself focus on strategy and steering? Many […]