What the Client-Side Really Wants: The 3 Critical Needs for Process Insight Success

In today's shared service ecosystems, the need for effective collaboration between clients and service providers has never been more critical. Whether working with third-party business process outsourcing (BPO) firms, Global Business Services (GBS), or Shared Service Centers (SSCs), organizations strive to achieve operational transformation. However, as highlighted in the recent NelsonHall report on "The Rise of Process Insight Platforms in Collaborative Transformation," the road to successful collaboration is often paved with challenges. With the most pressing issues being better process insights to drive improved transformation outcomes.

The Top 3 Client-Side Needs for Process Insights

In its study, NelsonHall pinpointed three key capabilities that client-side executives want in their process insight platforms. These needs reflect the growing demand for better tools and methodologies that foster collaboration and transformation. Let's delve into these top three priorities and why they matter.

1. Certainty of ROI from a Potential Transformation

It’s no surprise that transformation efforts are expensive and time-consuming. Therefore, clients want clear evidence that the results will justify the investment. The NelsonHall study revealed that 94% of executives believe improving collaboration with service providers is essential to ensure a successful transformation. Yet, 75% of them struggle with the lack of a reliable way to quantify the return on investment (ROI) before embarking on major initiatives.

This lack of clarity around ROI can delay decision-making and dampen enthusiasm for change. A robust process insight platform can address this by providing accurate data and predictive models that help forecast the financial benefits of transformation. By offering a clear view of the costs and potential returns, these platforms give executives the confidence to proceed with transformative projects.

2. Ability to Convert Existing SOPs into Dynamic Process Models

Another significant challenge is the outdated way many organizations handle standard operating procedures (SOPs) and work instructions. These documents are often static and scattered across different formats, making it difficult to update and adapt them as business processes evolve. The NelsonHall study emphasized that transforming these static documents into dynamic process models is a key need of shared service executives. This ability is crucial not only for achieving operational efficiency but also for ensuring continuous improvement after the transformation is complete.

Transforming SOPs into dynamic, interconnected models enables organizations to maintain a single source of truth for how things work post-transformation. This integration of process models with real-time work instructions also supports better onboarding, ensuring that employees are quickly brought up to speed with minimal disruption.

3. Ability to Replace Legacy Process Repositories

Legacy systems are often a significant hindrance to successful collaboration and transformation. As highlighted in the study, many organizations still rely on outdated tools like PDF process models or static representations created in software like Visio. These tools cannot provide the interactivity and flexibility required for modern process management.

The NelsonHall study found that executives see tremendous value in moving to a centralized, integrated platform that can consolidate these legacy repositories into a unified system. This allows for more accessible collaboration, a reduction in redundant systems, and improved visibility across the entire transformation lifecycle. Consolidation not only streamlines operations but also makes it easier to manage and execute change initiatives consistently across the organization.

Why These Capabilities Matter

These three priorities – certainty of ROI, dynamic process modeling, and legacy system replacement – highlight a broader trend toward the need for integrated and intelligent process management tools. The NelsonHall study found that only 6% of executives are highly satisfied with their current process insight platforms, underscoring the pressing need for improvement. A successful process insight platform must facilitate the entire transformation lifecycle, from discovery and design to delivery and optimization.

Process insight platforms that meet these needs help organizations ensure that their transformation efforts deliver the expected outcomes and deliver agile and resilient business operations. They enable better decision-making by providing a real-time view of processes and their potential impacts, making it easier to simulate changes, prioritize actions, and manage risk.

Looking Forward: What’s Next for Process Insights?

As the demand for digital transformation continues to rise, organizations must embrace platforms that can support end-to-end process management. NelsonHall’s report makes it clear that the future of process insights lies in its ability to support the whole transformation lifecycle and be ready to leverage generative AI, which could further enhance the ability to simulate scenarios and predict the outcomes of different transformation strategies.

The ability to predict ROI with precision, convert static documents into dynamic models, and replace legacy repositories with centralized, interactive platforms will be crucial for organizations aiming to stay competitive in the evolving digital landscape.

By addressing these needs, businesses can better collaborate with their service providers, streamline operations, and ultimately, achieve the transformative outcomes they seek.

Read the NelsonHall report to understand more about what client-side executives need to effectively collaborate and enhance transformation initiatives.