Where should your roadmap begin?
The Legal, Regulatory and Compliance group of a major dental provider recently realized that they needed to make significant improvements to their regulatory filings and contracts management processes and systems — except they didn't exactly know where to start. They needed to identify and capitalize on any and all advancements to both their core functions and larger business processes, providing guidance for the future of these mission-critical business areas along the way.
Synthesize data for aligned work streams
To begin, Pariveda focused on a strategy and roadmap project that aligned with two major work streams: business architecture and technical architecture. Pariveda employees conducted more than 35 different interviews involving 50 senior level people across 15 departments — a massive undertaking, to say the least. Synthesizing this information, the team produced an inventory of current systems, along with 25 process flows covering the core business processes and 36 use cases that ultimately supported the design goals and roadmap options to achieve a future state.
Strategic roadmap creates organizational change
In the end, Pariveda made major recommendations related to the centralization of contract lifecycle management, along with the wholesale adoption of case management for the client. All of this would act as a means to control and monitor the knowledge-intensive requests from anywhere within the organization.
Additionally, Pariveda raised the awareness of larger organizational changes that could yield step-change improvements. The proposed solutions were intended to alleviate the people-centric administrative burden in favor of systems supporting new processes and people value creation. Above all else, Pariveda demonstrated the type of thought leadership necessary to provide exceptional guidance around the core business strategy and organizational design.