Through the support of Real IRM, MiX Telematics has formalised its business operating model and modelled its enterprise processes.
"Our objective was to find greater efficiency in our business model and to create a model that would meet the needs of an organisation that has flourished as a result of a number of mergers and acquisitions," says Quinton Pienaar, divisional director of business systems at MiX Telematics.
The project was carried out in three phases; initially, the executive team formalised a new operating model for the business; subsequently, new business processes were designed in accordance with the operating model, taking into account the entire customer management life cycle and turning the components into implementable business processes. In the end, the processes were implemented on a new technology platform.
"We took an iterative approach to the EA development, which meant we were able to get people using the business capability map quickly," notes Real IRM MD Stuart Macgregor.
"The reality is that well-designed organisations perform better because they are set up to deliver the products and services that customers want, in the way that they want them," Pienaar outlines.
He adds that the organisation believed in taking a process view of the business and in understanding how all the enterprise processes work together as a whole, rather than keeping them in silos.
"We also needed to determine how our processes impact the customer value chain, which is critical in today's economy where customers are at the centre of every organisation," Pienaar continues.
Pienaar notes that agile development accommodates change easily and results in higher-quality development with few defects. Developing in short bursts means businesses can easily rework elements as and when they need to.
"This support was achieved through both parties identifying and prioritising project deliverables, and delivering each component on time and within budget," he adds.
"This was used to drive alignment between business and technology, guiding strategic direction and business prioritisation of systems. It enabled us to identify important requirements as we went along. Most importantly, our iterative approach allowed us to produce business value from day one, which is unusual for a project of this scope."
Pienaar and Macgregor agree that the success of the project was built on a relationship of trust between the two organisations.
"It's imperative that you undertake such a project with a partner you can believe in, who has your best interests at heart, and with whom you share similar values," Pienaar concludes.
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