Software AG > Case Studies > Empowering Choice for Disabled Individuals: A Digital Transformation Journey

Empowering Choice for Disabled Individuals: A Digital Transformation Journey

Technology Category

Analytics & Modeling - Process Analytics
Sensors - Haptic Sensors

Applicable Industries

Equipment & Machinery
Mining

Use Cases

Personnel Tracking & Monitoring
Supply Chain Visibility

Services

System Integration
Training

About The Customer

The customer in this case study is a government organization in Australia that provides disability services. The organization was established following a reform by the Council of Australian Governments (COAG) in 2011. It supports almost 467,000 people with disabilities across two territories and six states with personalized services. The organization had to deal with multiple challenges, including a lack of digitalized process documentation, varying processes across states, and pressure on IT to have a process architecture fit for the new purpose. The organization also had to improve and scale process efficiency and enhance the client experience.

The Challenge

The Council of Australian Governments (COAG) reformed the provision of disability services across Australia in 2011, resulting in a high-performing organization that supports almost 467,000 affected people across two territories and six states with personalized services. However, the organization faced several challenges. There was a lack of digitalized process documentation, and the processes varied across all six states. The IT department was under pressure to have a process architecture fit for the new purpose. There was a need to improve and scale process efficiency, but the inability to define the future state due to lack of visibility of the current state was a significant hurdle. The organization also needed to focus on the business need for a better client experience.

The Solution

The organization adopted ARIS Design & Business Strategy, ARIS Rollout & Change Management, and ARIS Risk & Compliance as solutions to their challenges. ARIS was configured in just 3 weeks, and deployment and training began within 5 months. The organization standardized all documents and started to capture its current process state. In just 12 months, it had mapped all the processes associated with onboarding a participant and building a care plan for them. With 150 active process modelers, it also had a visual understanding of these processes. The organization was also able to be flexible with the notation language it used, choosing the event-driven process chain (EPC) over the business process modelling notation (BPMN) language path for greater user acceptance.

Operational Impact

The digital transformation has led to significant operational results. The organization can now see how staff are really using the processes and compare that to what they are supposed to be doing at any given point. This visibility, combined with data from the new operating system and its BPM tool, allows the organization to shape the future of process management. It can also identify strategic KPIs that were previously unthinkable. The process efficiency has reduced the time it takes staff to manage applications, which means they have more time to check in personally with participants, improving customer intimacy. The organization is also focusing on process governance and risk management, aiming to tackle fraudulent treatment of those with a disability and their funding, and build risk and fraud assessment capabilities into their processes.

Quantitative Benefit

ARIS was configured in just 3 weeks, and deployment and training began within 5 months.
In just 12 months, the organization had mapped all the processes associated with onboarding a participant and building a care plan for them.
The organization has 150 active process modelers.