Process and Performance Management

Gökhan Uğurlu had the opportunity to manage 3 big scale process-oriented business restructuring projects that included the restructuring either of the total company or certain departments. The experience he gathered in those projects are unique and priceless.

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Key Achievements After a Process-Oriented Reengineering Project:

Business Units are driving IT – Not the other way around!

The Main reason why im most companies IT drives business is that the business owners don't know their processes in detail. So therefore, IT jumps into the play and guides business about their expectations.
By starting a process oriented restructuring, you will be able to gain transparency and will have a clear understanding about your needs what will result that "Business will drive IT"!

It prevented companies from becoming overly dependent on isolated Excel-based solutions.
Instead of “islands of experience,” a holistic enterprise experience was created where business needs drive IT development.

Full Transparency Achieved Between Departments.

A detailed Management Reporting (MR) system was established for all business areas.

A high level of Delegation was achieved through clarification of responsibilities.

With increased transparency and clearly defined roles, companies have been able to significantly increase delegation.

Correct KPIs were determined for each department.

Many companies struggle with misleading KPIs that do not reflect overall performance.
With process-based KPI management, a system has been established that measures not only individual achievements but also corporate performance and added value.

A Strong and Efficient Performance Monitoring System Was Implemented.

Traditional reporting methods create information pollution and fall short of providing actionable insights.
With AI-powered analysis and agile software solutions, reporting processes have been automated, focusing on critical problem areas only.