As it is so often, things have an ending, every story has an ending, and every book has an ending, however, in process modeling the end of something is just the start of something else. In this body of knowledge, we have shared with you concepts, detailed guidelines, methods, and approaches with integrated and standardized templates/artifacts. As a part of your journey we have the following additional recommendations:

For You as an Individual , it is a career opportunity. Our recommendations to succeed in your journey are as follows:

Stay Informed —push the bar and build the expertise required to work with process—do not let the vendors or consultants set the agenda. Follow the websites, webinars, and blogs of thought leaders and pioneers.

Join a Community —get involved in agnostic and vendor-neutral process community and learn from your peers, share insight, best practices, and leading practices.Get Certified —we see too many process specialists who do not get formal training, missing out on the ability to be able to have any documentation, i.e., certification on their skills. So our clear recommendation, get your vendor neutral certification as a Process eXpert, Process Architect, and/or Process Engineer with focus on cross disciplines, e.g., Business Process Principles (BPR, Six Sigma, TQM, Lean, etc.), BPMN 2.0, eXtended BPMN (X-BPMN), Process Monitoring, Value-Oriented Process Modeling, Continuous Improvement, and Layered Architecture Modeling (Business, Application, Technology).

For You as a Business , it is a core discipline of any organization to understand the “as is” situation and design the “to be” state in order to model, engineer, and architect how the organization creates and realizes value. With our experience with leading organizations (i.e., outperformers), our recommendations are as follows:

Innovation & Transformation Enablement —Get executive coaching or project coaching on Business Innovation & Transformation Enablement. Due to lack of ability to execute what was defined, 70% of strategies fail to be implemented. The ability to identify what needs to be changed, why it needs to be changed, and how, is a very important aspect for process modeling. Without this link the crossroad to link strategy with operational execution is missing.

Do not Reinvent the Wheel —learn from others and apply business process best practices (reference content) to standardize the noncore competencies of your organization and thereby focus on the Cost and Operating Model.

Thrive on Accelerators —within your own industry, apply industry best practices and accelerators (industry capability models, industry performance indicators, industry measures, and other industry reference content) that will improve competitive parity and standardize core competitive competencies with focus on Performance Model and Service Model.

Become a Leader —learn from leading organizations, the outperformers. Using leading practices will strengthen your competitive advantage, innovation, and efficiency in the core differentiating competencies with a focus on the Revenue Model and the Value Model. Our experience is that only few can do it, linking innovationaspects to BPM, especially since it is done in an executive closed-door session and it takes strategic insight and detailed enterprise modeling, engineering, and architecture knowledge.

We wish you luck in your journey of business process modeling and we realize that your business processes are a big deal, not only because they are in the center of business performance, but also because value creation and realization always is related to business processes. We know it can be a very big opportunity for you and your business.

Finally, if you need any help, we are always up for a challenge.

Prof. Mark von Rosing
August-Wilhelm Scheer
Henrik von Scheel