In Company X, I analyzed the customer onboarding process to understand why execution was inconsistent and difficult to scale. The goal at this stage was to document the current state (AS-IS) and assess process maturity across key BPM capabilities to identify root causes and structural gaps.
A structured BPM maturity assessment was conducted across six core capabilities to establish a fact-based baseline.
The organization shows awareness that onboarding is critical, but there is no documented onboarding strategy. Customer-related KPIs are absent, and decision-making remains mainly reactive and director-driven. Strategic intent exists implicitly but is not translated into measurable goals or process direction.
There is no formal process ownership and governance is largely person-dependent. Responsibilities exist informally, supported by fragmented checklists and partial RACI usage, but they are not institutionalized through clear ownership, escalation paths, or standardized controls. Monitoring depends on directors, which limits accountability and scalability.
The team uses structured ways of working (e.g., Scrum rituals, templates, Miro boards), and BPM methods (BPMN, personas, journey tools) appear occasionally. However, there is no consistent standard across processes, no systematic performance measurement, and BPM literacy is limited across the organization. As a result, methods support delivery but not continuous improvement.
The tool ecosystem is relatively mature (e.g., CRM/ticketing, billing, project tracking, payment tools) and backend/API capabilities are strong. Integrations exist only partially, so automation supports isolated steps rather than end-to-end execution. This creates a gap where IT capability exceeds process maturity, and manual operations still dominate.
Employees demonstrate strong individual expertise but limited end-to-end process understanding. Work is executed effectively within functional silos, while cross-functional coordination relies on informal communication. Knowledge transfer is mostly ad-hoc, which increases dependency on individuals.
The culture is open, collaborative, and customer-oriented, enabling flexibility and fast reactions. At the same time, it has a high tolerance for improvisation and resistance toward formal processes. Decisions are often tacit and individual-centered, creating inconsistency in execution.
Figure 1: AS-IS onboarding process in Company X (modelled in Camunda)