The first question when digitizing a process is: Where to begin? In theory, it should be simple but the reality of complex work environments can make it more challenging. The key is preparation. Below are four tips to help get you started.

Begin with value. Companies often have hundreds if not thousands of processes. In my experience, many of those processes are administrative in nature. Typically, a small percentage of the many processes actually add value to the company. It's important to filter all of the processes down to a smaller group of value-producing processes.

You may be familiar with the Pareto principle. It is also referred to as the 80/20 rule. The concept is that 80% of the value is derived from 20% of the effort. This applies to corporate processes as well. In terms of processes, this would be along the lines of 80% of value is derived from 20% of the processes. When choosing a process to digitize, look for one that is part of this smaller value-producing group.

Align your efforts to the initiatives of the business. Improving a process that impacts the customer or employee experience will be recognized throughout the organization. This will line up executives behind your larger ambition of digital transformation.

You’ve narrowed the scope of processes down to those that create value. Next, we filter this group to an even smaller group of processes that are in the "Goldilocks Zone". This even smaller group of processes is neither simple nor complex.

The process you choose should have some complexity. It should span several teams and potentially require approval. The best process candidates have existing metrics (KPIs) and frequently breach their agreements (SLAs).

However, these processes should also not be overly complex. As we will see in the next section, even simple processes can require a lot of effort. Choose a process that you can easily diagram and speak to all of the involved team members.

Before any development begins, it is crucial that you learn the entire process. This seems obvious but it can be a challenge. Processes are complicated, particularly if your company has been around for a long time or has been through an acquisition or merger. It is rare that any one person knows the entire process. You will likely meet several involved in the process that thinks they know it all but they are typically wrong. And, building an incomplete process can cause significant problems and give your digital transformation a reputational hit.

As you investigate you may uncover waste in the process. Unnecessary activities that waste time and company resources, and occasionally slow the needed deliverables. Examples of waste I've uncovered include:

Schedule time with as many employees in the process as you can. Have them explain the entire process to you as well as any additional context they can provide. Don't prompt or correct them while they are speaking. And, if they say something counter to what you have already been told, don't interrupt or correct them. Gather as much information as you can. When the person stops talking, ask them "what else?". When they stop talking, ask "What else?" again. Then when they stop talking ask that same question again. Keep asking this question until they have nothing else they can tell you. It can be exhausting and a little comical but the content they provide will be indespensible.

Keep asking them this question until they have nothing else they can say to you.

If you are able, a Big Room session is extremely valuable. Invite everyone involved in the process, including appropriate leadership. In advance, find a way to display the entire process in a way that IS NOT digital. Use post-it notes or a whiteboard. It needs to be displayed in a way that can be adjusted or annotated. Gathering the entire process team into one room promotes conversation which is key to identifying waste and uncovering opportunities for improvement. These sessions also help all parties see the value in maintaining process lifecycles, as they expose how much updating the process needs.

This last point should also be the first point. Measure the old process before you replace it. Almost without fail, there will be no metrics regarding the legacy process you are working to digitize. How long does the overall process usually take? How long does work sit at each step in the process? Where are the bottlenecks?

As you do your process investigation, begin keeping track of as much information as possible. During the Big Room session present your findings. Ask the larger team if they agree the numbers you found are representative. Maybe it's usually longer, maybe shorter. That's okay, write down what feedback they provide too.

After your process goes live compare the metrics. You should see SIGNIFICANT process improvement. You will also quickly identify bottlenecks. Your new process won't be perfect but that's okay. It's likely meaningfully better than the legacy process. You can make improvements to the new process over time.

Be open with leadership about the metrics of the legacy process and the new process. Speak about it in town hall sessions. Ask those who are part of the process to share at Townhall or departmental meetings. Show the improvements and talk about how they like the new process. This will cause your digital transformation to spread at light speed.