Neomind

Author: Felipe Bahiense

  • 4 Reasons to opt for and integrated management platform

    4 Reasons to opt for and integrated management platform

    An Integrated Management Platform is a tool that unifies the control of processes, documents, and indicators.

    The dynamism of the market and the plethora of new technologies require businesses to know where and when to invest in new solutions. Managers who need to monitor and optimize their processes, track results, develop precise strategies and make assertive decisions, find in integrated management the ideal partner.

    With a focus on enabling a holistic view, these platforms enable end-to-end management. In this way, all the company’s activities have a common goal as their purpose.

    By enabling more efficient and transparent communication, this solution generates benefits for the entire company, boosting profitability.

    Ready to know the top 4 reasons to opt for an integrated management platform?

    What is integrated management?

    Integrated management is a methodology in which all the company’s management is carried out jointly and centrally. This alternative provides a broader and more complete view of all areas and their processes.

    By unifying the information, it is easier to understand how the current scenario is, and the total performance of the company. Thus, decisions are more assertive and focus on optimizing the workflow.

    Luckily, there is currently software that helps in the execution of integrated management. An Integrated Management Platform is capable of incorporating several functions and applications into a single structure. Process data, documents, and indicators are unified and quickly acessible in one place.

    Because of the integration, it prevents departments from using separate or disconnected platforms to carry out specific activities.

    With everything grouped together, data and statistics are synchronized and updated in real time. This factor helps in conducting efforts, meeting goals, and achieving the objectives set.

    Why choose and Integrated Management Platform for your business?

    Small, medium and large companies have the mission of improving the execution of their tasks with proper use of resources.

    This concern goes far beyond production inputs, mainly covering the time spent carrying out the flow of activity.

    The digital transformation obtained by implementing and Integrated Management Platform is immense and generates numerous benefits. Check out 4 main reasons to opt for this tool:.

    1. Standardization and Automation of processes

    Adopting an integrated management platform requires in-depth study and mapping of how processes are currently executed.

    By providing and amplified view where all areas of the company work in a connected way, it becomes simpler to control the steps of the processes.

    Even if it doesn’t seem like it, and activity in one area may be being hampered by the delay of another related department.

    Some processes, such as procurement, involve more than one sector, and when there is no connection between the parts, the whole is harmed.

    By standardizing processes, all integrated parties know what activities suit them and how they should be performed. Adopting standards makes it possible to align objectives and eliminate redundancies and inefficiencies, reducing bottlenecks.

    With standardization, activities can be automated so that execution is even more controlled, simple, and fast.

    2. Increase productivity

    Time-consuming and complex processes are streamlined with the use of and integrated management platform. The centralization of data, information, and functions avoids the need to change of migrate between software to analyze or perform certain activities.

    In addition, the unification means that information is not lost by the exchange of e-mails, phone calls and other means of communication used.

    When the platform has an electronic signature, document management becomes more improved and secure.

    The centralization provided by this platform enhances work, agility of execution, and communication between teams and departments.

    Anchieving greater productivity requires that the integrated management system is in accordance with the needs and demands of your business.

    There needs to be freedom to modify and customize the functions according to your objectives and goals. In this way, the solution will provide more positive effects for the company.

    3. Centralized and Trusted Information

    As the company starts to execute its processes in a single system, with the possibility of integration with existing resources, all information is gathered and stored in just one place.

    This facility provides synchronization and uptading in real time. In addition to agility, mobility and speed of access, the data is reliable and reflects the company’s situation in a given period.

    Another important issue is the simplified analysis of data. Because they are not dispersed, the tool itself can collect indicators and prepare periodic monitoring reports.

    4. Quick and assertive decision-making

    A management system provides greater control of the company’s data and performance. This information can be presented intuitively in relevant reports.

    When decisions are based on real data, they become more assertive. And, it serves as a basis for anticipating changes or inclement weather that may impact the business.

    Depending on the functions of the solution, the reports can bring performance indicators and comparisons by periods, pointing out evolutions and workflows that must be improved.

    As uptades are constant, decisions area faster and with minimized risks. Confidence in data makes it possible to create cause-and-effect scenarios that make the decision clearer and more objective.

    Which integrated management system to choose for your business?

    The answer to this question is quite simple, the best integrated management platform is the one that meets your demands.

    In this way, assess the needs of the business, check out a checklist and understand the differentials between the systems.

    A very relevant question is whether the tool allows easy customization and guarantees training to internal professionals. Also check the implementation time and evaluate the cost-benefit of the investment.

    Take advantage of opportunities to condut usability testing, such as trying out Fusion Platform in your reality.

    Fusion is an integrated management platform that enables true digital transformation. Managing processes, documents and indicators, the solution is user-friendly, has mobility, usability, integration with systems and native electronic signature.

    Check these and other reasons that justify the use and adoption of an Integrated Management Platform.

  • The Importance of Empathy with Users During Process Changes

    The Importance of Empathy with Users During Process Changes

    Process change is a transformation that, although it brings positive results and enhances performance, directly affects users.

    Humans are often resistant to change. In fact, the unknown can be intimidating for some people. When it involves changes in an important area of life such as work the impact tends to be even greater.

    At these times, having the ability to put yourself in someone else’s shoes, to understand their emotions and expectations, is essential.

    Given its importance, let’s explore how to practice empathy with users during process changes.

    Why is Empathy so important in Process Change?

    In general, empathy is a tool that strengthens relationships between people. Of course, this only happens when the feeling is genuine and sincere.

    When a company seeks to implement a process change, it must pay special attention and include users throughout the entire execution.

    Naturally, the decision to change comes from management, with the goal of achieving certain objectives such as better results, increased productivity, or optimization.

    However, these modifications must be clearly explained and understood by users emphasizing, above all, the benefits these transformations will bring to the way work is carried out.

    By including users in the implementation process, communication becomes more effective, and their opinions are validated. In addition, participation encourages familiarity with new tools.

    Another important aspect is that empathy allows for a deeper understanding of the user. This helps identify requirements or potential challenges that could impact the process change.

    Understanding users’ concerns makes it possible to implement adjustments that ensure successful implementation plans.

    For example, when implementing a process management solution, both the mapping and creation of a new workflow become more accurate and coherent with user participation.

    This makes sense because users are the ones performing these activities daily they can best describe the logic, detailed steps, and points that need improvement, such as where to add decision points, remove irrelevant tasks, or define responsibilities.

    Developing Empathy

    Having empathy for users during process change eliminates assumptions and encourages collaborative work.

    To develop empathy, it’s important to understand that there are three main types:

    • Reflective empathy: A response to another person’s emotions and motivations.
    • Emotional empathy: Understanding and acting according to others’ feelings.
    • Congnitive empathy: The most complex but also the most important this involves the ability to assume and understand another person’s perspective based on their experiences.

    Undoubtedly, cognitive empathy is the one that needs to be developed in order to understand how users will react to changes. It also enables more accurate and effective process modeling.

    Focusing on Congnitive Empathy

    Some simple actions can help strengthen cognitive empathy:

    • Be patient: What the user perceives as a problem might not be, from your perspective. Be patient, explain carefully, and stay open to understanding their concerns.
    • Engage directly: Observe and interact with the user in their work environment. Take on the mindset of a new colleague it becomes easier to understand how users behave and what their goals are.
    • Create scenarios: Observation can sometimes feel intimidating. To understand the user’s daily reality, recreate situations similar to those they face, acting as a newcomer would.
    • Consider impacts before implementation: Every process change must meet user needs. Analyze in detail how modifications will affect their daily activities.
    • Avoid judgment: Practice active listening and stay genuinely open and interested in what users have to say.

    Of course, empathy is a way to get closer to users’ needs. While no one can fully grasp the user’s perspective, taking practical steps to replicate their conditions and experiences helps you better understand their day-to-day reality.

    Practical ways to apply empathy

    The first step is to get to know your users, their perspectives, and the organizational environment they operate in.

    By understanding users, you can uncover issues that might otherwise go unnoticed. Different viewpoints often lead to new ideas for improving and optimizing processes.

    When it comes to interaction, interviews can be very useful but the questions must be clear and objective.
    Prepare the questionnaire in advance to capture essential information directly, and keep questions open-ended to allow for deeper responses.

    Another empathetic practice is mirroring that is, repeating what the user said in your own words to confirm your understanding. Mirroring helps strengthen connection, improve communication clarity, and reduce resistance to change.

    If you can’t observe users directly during the process change, ask them to describe their experience in detail. Nowadays, you can also request videos or photos of their workflow.

    Using analogies or examples from other departments or teams also builds empathy. When users learn that others have faced similar changes, positive comparisons can foster encouragement and confidence.

    Implementing new technologies during process change

    Process change, in particular, requires a partner who is ready to communicate and truly understand users.
    With the help of experienced consultants, cognitive empathy can be deepened especially through training sessions that explain new tools in a clear and straightforward way.

    It’s up to the company to choose the solution that best meets its needs without forgetting to consider how easily users can adapt to the new system.

    At Neomind, we are constantly improving and updating the Fusion Platform to better meet users’ needs in a personalized way.

    The Fusion Platform is fully intuitive a low-code tool that allows each user to adapt it according to their own requirements.

  • Process maturity: how to achieve

    Process maturity: how to achieve

    Process maturity consists of analyzing the degree of evolution and the organization’s ability to manage and improve internal processes efficiently.

    Companies of the most varied branches and sizes have different levels of maturity in their daily routines. High performance is directly associated with guiding the development of a much more optimized flow.

    Highly developed processes are the foundation for growth and operational excellence. The higher the level, the greater the benefits brought into the organization.

    Investing in process maturity is strategic for both the current moment and the future of the organization. Let’s learn more about the subject?

    What is process maturity?

    This is a measure to assess how well business processes are defined and controlled within the company. It can be done either individually, a single process, or a general analysis of an entire sector or company.

    Processes are activities performed in order to achieve the organization’s objectives. They are logical sequences and routines, standardized, repeated and executed daily.

    From a management point of view, maturity is an indicator that represents how much this flow is defined, managed, and measured. For you to understand better, process maturity levels are like a ladder that the organization climbs to reach new levels of efficiency.

    In this sense, it is possible to understand that a higher level corresponds to lower risks, better results, a higher level of rapport, efficiency, and so on.

    We say that a process has reached a good level of maturity when:

    • its stages clearly delineated, inputs produce the same outputs;
    • the rates of communication failures and delays are very low;
    • process is documented and employees know where the relevant information is;
    • the possible steps and tasks are automated;
    • the expected results are consistently achieved.

    In other words, a high level of maturity presents processes that are mapped, standardized, analyzed, managed, and constantly improved.

    Why is it so important?

    In short, process maturity is important for a company to continue growing in the face of a competitive, constantly changing market with increasingly demanding consumers.

    This analysis serves as a guide to understand the journey so far, and where to go.

    Another important point is that this level of evaluation does not only refer to the documentation, control and auditing of processes, but how they are understood and used by the people involved.

    Process maturity levels

    As explained, process maturity is a kind of evolutionary ladder where each step corresponds to the goals that need to be achieved.

    There are currently some evaluation models. Therefore, the name and number of steps can be variable. But, in general, they refer to:

    • Level 1: Initial or chaotic: here the focus on processes is minimal. Team members perfom activities differently, the flow is not defined and documented. It is common when processes are not the daily focus, and go unnoticed;
    • Level 2: Repeatable: at this stage there is already standardization with predictable and repeatable outputs. However, process knowledge is still centralized in one or a few people;
    • Level 3: Defined: Processes are defined and documents with a standard operating procedure. There are already opportunities for improvements in efficiency and effectiveness. Knowledge is decentralized and cooperation between teams in thriving;
    • Level 4: Managed: This level is known as measured. That is, there are metrics, control and analysis of processes to identify and address areas of opportunity;
    • Level 5: Optimized: The highest and most advanced level. Here the company strives for continuos improvement of efficiency and effectiveness through incremental innovations. Process management is a reference for other companies in the same segment.

    Advancing in maturity levels

    Advancing from one level to the next requires awareness of activity flows. Going from the initial to the repeatable level consists of repeating the activities so that there are consistent results.

    To advance to the defined level, it is necessary to document the steps of the activities by creating a standard operating procedure template. Then, a person with no knowledge of the process should be asked to execute it based on these instructions and evaluate whether they obtained the same results.

    To reach level 4, implement metrics to quantitatively understand process performance. Here it is important to adopt solutions and technologies to automate the flow and obtain data and information about the processes.

    Now, reaching the highest level of process maturity consists of diagnosing and addressing opportunities to extract the highest level of efficiency.

    How to reach the highest level of maturity

    Achieving the highest level of process maturity involves implementing strategies such as applying process management, with BPM.

    Business Process Management involves the collection and analysis of data about processes so that management is no longer intuitive and decisions are based on numbers and real data.

    In this sense, achieving a high level of maturity consists of adopting in-depth analyses of how routines are structured.

    In other words, it requires exquisite management. The Fusion Platform is a complete solution for process management, providing mapping of activities, standardizing, automating and monitoring the company’s entire routine.

    With centralized data and real-time monitoring of process execution, it is much easier to identify failures and opportunities for improvement. Thus, the escalation of maturity levels happens in an accelerated and staggered manner.

    In general, to level up, focus on:

    • Mapping: identify all the organization’s processes and their workflows;
    • Documentation: create flowcharts and detailed descriptions of each step;
    • Standardization: estabilish standards and procedures to ensure uniformity;
    • Performance indicators: define metrics to monitor the performance of processes;
    • Monitor and analyze processes: observe performance, collet data, and identify opportunities for improvement;
    • Automate processes: all activities that can be automated. For this, process management tools must be implemented;
    • Promote a culture of continuos improvement: analyze reports, initiatives and encourage the participation of all those involved;
    • Invest in training: train employees to execute processes in a standardized and efficient way.

    Now that you know all this, do you want to take your processes to a new level? Try Fusion Platform and transform your business management.

  • TCO (Total Cost of Ownership): What It Is and How to Calculate It

    TCO (Total Cost of Ownership): What It Is and How to Calculate It

    TCO stands for Total Cost of Ownership, which is a formula designed to calculate the total cost of an asset, product, or service. This tool optimizes financial investments by considering not only the acquisition price we paid for something, but also all other associated costs throughout its lifecycle, including maintenance, upgrades, training, and more.

    For instance, think about the costs related to a process management platform. You’ll need to factor in implementation, operation, and maintenance costs throughout the software’s entire lifespan. The sum of all these costs represents the TCO, reflecting the total value invested from purchase to disposal.

    Understanding the total cost of ownership and learning how to calculate it efficiently is a great way for your business save money and increase overall efficiency.

    What Is TCO?

    TCO is a calculation performed to estimate the total expenses associated with a particular asset. It measures all money spent on acquisition, implementation, use, and disposal or discontinuation of a product or equipment. Its purpose is to provide a comprehensive view of any given asset and its value over time, serving as a basis for comparing costs and return on investment (ROI).

    TCO can be calculated by summing the initial purchase price and the operating costs over the asset’s entire lifespan. For businesses, TCO does not just focus on short-term costs but emphasizes long-term value. The lower the total cost of ownership, the better the asset’s value over time.

    This calculation is crucial for all business strategies, such as choosing suppliers and allocating resources to optimize processes. It also provides evidence to compare alternatives and facilitate negotiations, like discounts or additional benefits.

    What Should Be Included in TCO Calculation?

    Several factors should be included in the total cost of ownership calculation, encompassing both direct and indirect expenses. Even intangible assets can be assigned a value to be included in the calculation. In summary, all costs and expenses incurred from purchase to disposal need to be considered.

    When discussing a process management platform, for example, numerous benefits are gained throughout its lifespan, particularly in productivity, performance, and value engineering. The acquisition of such resources should include costs for implementation, training, customization, maintenance, operation, integrations, licenses, and more.

    To calculate TCO accurately, consider the costs of necessary machinery for the software to function, along with internet, electricity, downtime, and other related expenses. Only after gathering all this data and performing the calculations will you be able to determine if the investment will provide sufficient benefits to justify the purchase.

    Calculating Total Cost of Ownership

    The calculation involves summing all related costs over a specified period. The formula would be:

    TCO = acquisition cost + (sum of all related costs and expenses x years of useful life).

    If the item can be resold later, the potential resale value should be subtracted from the final TCO.

    For illustration, let’s consider a process management platform with the following average values:

    • Initial implementation cost: $10,000
    • Training: $350
    • Customization: $3,500
    • Cloud storage: $2,500

    So if this platform version’s lifespan is 5 years, the total cost of ownership would be:

    TCO = $10,000 + ($6,350 x 5 years) 

    TCO = $49,250, or an annual cost of $8,350.

    There are some challenges in calculating TCO, such as difficulties in defining standards and the scope of operational costs, especially when it comes to elements that may be overlooked, like training or depreciation.

    Another consideration is the volatility of supplies or parts that may be needed. It’s nearly impossible to predict what may be required or the future prices of these supplies. Additionally, the cost of updates, particularly regarding technology and software, should not be overlooked, as a vendor may discontinue a service or cancel a feature, potentially raising the TCO significantly beyond initial estimates.

    Acquiring a Process Management Platform

    Adopting a process management platform is a strategic decision that involves investments, operational efforts, and value generation. There are various solutions available with different functions and configurations. TCO is an excellent method to measure which option will provide the best cost-benefit ratio.

    Neomind’s Fusion Platform is a comprehensive solution for managing processes, documents, indicators, risks. Additionally, it offers native electronic signing capabilities and a host of other business-empowering features. Being a low-code and fully customizable solution, it is very cost-effective, since employees can create process flows or forms that meet their demands without needing IT assistance.

    Remember that choosing a platform for your business should consider long-term evolution. The goal is for your business to continue growing. Therefore, the solution must not only meet immediate needs but should also provide features that keep pace with your company’s development for years to come.

    Imagine how costly the TCO would be if you had to switch solutions before the end of its useful life simply because the functionalities no longer meet your needs. That’s why Neomind continuously seeks feedback from clients and develops new features tailored to each business’s specific needs.

    Take the opportunity to try Fusion Platform while calculating itstotal cost of ownership, and see for yourself why this is the best option for your business.

  • Data Governance and the Role of Process Automation

    Data Governance and the Role of Process Automation

    Data governance is essential in the digital age we live in. It ensures data quality, security, and usability within any modern organization. 

    Process automation, in turn, plays several important roles in data governance, such as ensuring the standardization of the application of governance policies and procedures, and eliminating deviations that can occur with manual intervention.

    It can also significantly reduce the time and effort required to manage large volumes of data. This allows teams to focus on strategic activities instead of repetitive tasks. 

    Undoubtedly, companies of all sizes and sectors need both data governance and process automation to collect, store, and analyze their information. 

    For this reason, it is crucial to understand why governance is so important and how the integration of automated technologies brings agility, error reduction, and compliance. 

    What is data governance? 

    Data governance is a methodology that manages the entire information lifecycle, from creation or collection to disposal. 

    This includes creating internal policies and procedures to ensure that data is properly processed when entered, accessed, stored, handled, and deleted. 

    Governance is responsible for establishing infrastructure and technology; configuring and maintaining processes and policies; identifying and appointing professionals with the authority and responsibility to handle and protect certain data. 

    In other words, data governance’s mission is to ensure that data is usable, available, accurate, secure, and private. 

    These elements are essential to ensure compliance with regulations and external standards, such as laws, decrees, and government requirements. One of the biggest examples of data regulation is the LGPD. 

    While governance establishes how data accuracy, reliability, integrity, and security will be preserved, its management involves implementing these procedures, including process automation. 

    The large volume of data that must be processed daily justifies the inclusion of this type of governance. This concern is an important step to a company’s digital transformation and its overall success. 

    What are the benefits of data governance? 

    As data is a source of information, one of its main advantages is supporting and substantiating decision-making. 

    Among the various benefits that can be achieved, the following stand out: 

    • Better and more reliable data; 
    • Centralization of information contributes to easier access; 
    • Facilitated coordination and communication; 
    • Increased agility and productivity; 
    • Version control of data; 
    • Regulatory, legal, and industry compliance; 
    • Cost reduction and control; 
    • Avoid working with incorrect or obsolete information; 
    • Improved customer service; 
    • Identify opportunities; 
    • Standardization of governance policy and procedure application; 
    • Elimination of variation due to manual intervention; 
    • Reduces the time and effort needed to manage large volumes of data; 
    • Lower incidence of risks associated with non-compliance; 
    • Risk management; 
    • Rapid adaptation to new data-related laws and regulations. 

    The structure of data governance 

    In practice, the structure that will enable data governance to meet the internal policies and procedures that have been established consists of the following components: 

    • Data governance committee: representatives from different departments and areas responsible for defining strategies and policies for governance; 
    • Data policy: a document that describes the principles, guidelines, and standards for data management; 
    • Goals and objectives: must be clear and aligned with the organization’s needs; 
    • Roles and responsibilities: defining which professionals or teams will be involved in data governance; 
    • Processes and procedures: documentation outlining how data collection, storage, handling, analysis, and availability will be conducted; 
    • Employed technology: resources that provide process automation and data security; 
    • Metrics and indicators: used to measure data governance performance and progress toward set objectives and goals. 

    In parallel with creating or maintaining these components, it is necessary to promote a data culture, encouraging the responsible and ethical use of information. 

    The structure varies according to the complexity or size of the company. However, for this structure to function effectively, support from top management, training, and appropriate technological tools are essential. 

    Process automation in data governance 

    Process automation is an essential tool for data governance. 

    With its help, there is validation and standardization in the application of policies and procedures. In this way, the time and effort spent managing the large volume of data produced is considerably reduced. 

    By automating repetitive tasks with high error rates, the company can focus on strategic activities that add value to the business. 

    Specifically in data governance, this tool works in data identification and correction, providing consistency and quality in the obtained information. 

    Fusion Platform as a data governance tool 

    By using Neomind’s Fusion Platform, data from different sources can be easily integrated. Being a complete platform, Neomind’s solution centralizes and facilitates the search and quick retrieval of information. 

    Regarding data security, Fusion Platform uses encryption and other features to ensure that data is handled precisely and consistently. 

    Since the platform includes authentication and access traceability, the risks of leaks and unauthorized access are reduced. Automation ensures data origin and usage tracking, storing useful information for audits and compliance verification. 

    In addition, all activities are logged in the system, allowing suspicious activities to be flagged. With the Risk Management module, incidents are identified and handled quickly and efficiently. 

    In its Analytics Central, it is possible to monitor data governance performance. Reports with relevant real-time information and predictive analysis can be generated to identify trends and patterns. 

    BPM helps optimize processes through mapping, optimizing, and managing the activity flow. The solution is fully customizable and supports scalable and secure data storage and processing. 

    Data governance can be applied to all types of processes. After all, all departments need data and information to make strategic and coherent decisions. 

    For example, marketing uses data to understand customers, while the supply team uses it to manage inventory, and so on. 

    Although it is recommended that data governance be implemented gradually, with high volumes of data being produced daily, there is no time to waste. 

    Try Fusion Platform and benefit from a complete solution for process management, documents, indicators, risk management, and digital signatures. 

  • AI: The Dilemma of Trust, Risk, and Security Management

    AI: The Dilemma of Trust, Risk, and Security Management

    Would you trust your life to an AI (Artificial Intelligence) algorithm? AI, a field of computer science that seeks to replicate human cognitive abilities in machines, is rapidly becoming a transformative force in our lives, from virtual assistants on our smartphones to complex automation systems in various industries.

    AI today is about developing systems capable of performing tasks that typically require human intelligence, such as learning from data, solving problems, and understanding natural language.

    However, as Artificial Intelligence continues to evolve and expand, the need to manage the trust, risk, and security associated with this technology becomes increasingly crucial.

    Trust: A Determining Factor

    Trust is a fundamental element to enable AI acceptance and widespread adoption. Research led by KPMG and the University of Queensland shows that most respondents, both in Brazil and globally, consider Artificial Intelligence trustworthy and express optimism about the benefits it can bring.

    However, this trust is intrinsically linked to the perception of security and the assurance that AI systems are acting ethically and impartially. Without trust, this technology may face resistance from users and stakeholders, hindering its effectiveness and general acceptance.

    Risk Management in Implementation: Challenges and Opportunities

    The implementation of Artificial Intelligence systems brings a series of potential risks that need to be managed effectively. From concerns about data privacy and security to algorithmic biases and technical failures, organizations face a complex environment when integrating AI into their processes and operations.

    In light of these challenges, an intriguing question arises: how can we ensure that Artificial Intelligence is a trustworthy ally in our lives and businesses? The answer lies in a comprehensive and proactive approach to managing trust, mitigating risks, and ensuring security in the AI era. This includes promoting transparency and accountability, conducting regular risk assessments, fostering collaboration between organizations, and developing security capabilities.

    Artificial Intelligence (AI) Security: A Growing Challenge

    AI security is a growing concern as systems become more integrated and interconnected. Cyberattacks and data manipulation represent significant threats that can compromise the integrity and reliability of systems. Ensuring security requires the implementation of robust security measures at all stages of the lifecycle, from development to continuous operation. Moreover, organizations must invest in training and awareness programs to ensure that their employees understand the risks and benefits of Artificial Intelligence and know how to use the technology safely and ethically.

    Strategies to Manage Trust, Risk, and Security in AI

    To effectively manage trust, risk, and security in the implementation of AI systems, organizations should adopt a holistic approach, which includes:

    • Transparency and Accountability: Provide clear information about how systems work, how they are trained, and what data is used. Additionally, ensure that organizations are held accountable for any adverse consequences.
    • Continuous Risk Assessment: Conduct regular risk assessments to identify new threats and vulnerabilities, adjusting security measures as necessary to mitigate these risks.
    • Collaboration and Information Sharing: Promote collaboration and share information about security threats and vulnerabilities to strengthen collective defenses against cyberattacks and other threats.
    • Development of Security Capabilities: Invest in training and personnel development to raise awareness about AI security issues and develop the skills and knowledge needed to protect systems against threats.
    • Regulatory Compliance: Stay updated with government regulations and guidelines related to AI security and ensure compliance with these standards to avoid sanctions and ensure the protection of users’ and stakeholders’ rights.

    As we approach a future driven by AI, it is crucial to tackle the challenges of trust and security with determination and resilience. With the right approach, organizations can maximize the benefits of Artificial Intelligence while minimizing risks and ensuring user trust. In a scenario where trust, risk, and security are essential pillars, integrating Artificial Intelligence (AI) into our lives and businesses requires a careful and proactive approach.

    Neomind’s integrated management tool, Fusion Platform, emerges as a solution to address the challenges presented by the dilemma of trust, risk, and security in the AI era. By offering transparency and accountability through clear disclosure of how systems work and are trained, as well as promoting continuous risk assessment and collaboration among organizations, Fusion Platform helps ensure the reliability and security of automated processes and document management.Try Fusion Platform and enhance your business’s success and growth.

  • 5 Benefits of Process Standardization

    5 Benefits of Process Standardization

    Process standardization refers to creating, implementing, and maintaining a set of procedures, practices, and guidelines for task execution.

    Its main objective is to set best practices to enhance operational efficiency, resource utilization, consistency, and productivity.

    Process standardization ensures that all steps are carried out uniformly, enabling information retrieval when needed.

    Furthermore, having a checklist for a procedure sequence generates numerous competitive advantages for the company. Get to know the 5 mains benefits of process standardization.

    What is Process Standardization?

    Process standardization organizes and formalizes processes by developing a standard to be followed. Thus, every time a certain workflow takes place, it will follow the same guidelines.

    Since business processes are carried out by different people, including new employees, everyone involved needs to understand what is expected from each task.

    Another important aspect is the broad perception of the process impact on the company and understanding the responsibility of each part.

    In addition to structuring processes, standardization requires documenting a sequence in which actions should be performed for later reference.

    This formalization seeks to understand:

    • what the process is;
    • what the objective is;
    • how it starts and ends;
    • who is involved;
    • what the sequence of activities is;
    • which departments are involved;
    • what the contribution to the organization is;
    • and what is expected from this process.

    The answers to these questions involve understanding whether the company aims only to organize what happens within a department or if it seeks a sequence of optimized activities that add value.

    The second option is much more advantageous and will ensure potential results, especially if they seek end-to-end management.

    Businesses aiming to optimize processes can either fully automate them or their parts with an Integrated Management Platform.

    This solution ensures control of processes, documents, and indicators throughout the company. Thus, everything necessary for management is accessible to related parties.

    Reasons to Standardize Processes

    Creating a standard for processes means finding the best way to achieve the expected result.

    Process standardization ensures repeatability of results, as procedures are performed equally, generating high-quality products and services with appropriate resource utilization.

    Indirectly, creating a procedure model is motivating because related parties understand the process from start to finish.

    In addition to these, reasons for standardization include: avoiding variation, complying with regulations and legislation, knowing the responsible parties, monitoring progress and results, and, obviously, understanding the processes.

    5 benefits of process standardization

    Proper resource utilization

    When we take a closer look at the best way to perform activities, the goal is to make proper use of all resources and inputs. After all, resources are limited. From this perspective, there is also concern about the time spent on execution.

    The mission is to simplify the steps so that professionals can focus on strategies that add value to the business.

    Process standardization aids in decision-making about investments and innovations because it aims for continuous improvement of activity flow.

    This resource optimization also leads to cost reduction, and resources are allocated to priority areas.

    Consistency and transparency

    When processes are standardized, all deliveries will be consistent, with no significant variations. Thus, it is possible to check if the results obtained correspond to what is expected. And if not, take corrective and improvement action.

    Another issue is that by knowing the steps, those involved, and the responsible parties, there is clarity about the boundaries and requirements of the activity flow.

    In general, process standardization contributes to more efficient and clear communication. And that each participant effectively contributes to completing the activities.

    Increased productivity

    If the best way to perform a sequence of activities is found, then there is increased productivity. Work optimization involves maintaining the same quality with proper resource usage and delivery speed.

    Process mapping allows identifying major issues, weaknesses, and bottlenecks. Another issue is that redundant activities are eliminated, avoiding duplicated effort.

    By eliminating these two factors, processes become leaner, which also contributes to productivity.

    Another point of mapping is to enable the proper implementation of solutions, such as an Integrated Management Platform, to automate processes.

    Reducing errors, failures, and rework

    By creating an improved execution sequence, variations in activities are reduced. Since each collaborator knows what needs to be done, there is less risk, errors, failures, or rework.

    In process standardization, all compliance issues must be considered. That is, adapting the activity flow to standards and regulations.

    Because they have access to detailed documents, the steps to be followed are clear, significantly reducing misinterpretations.

    Another consideration, especially for companies using Integrated Management Platforms, is to have greater control over operations.

    Reports and data updates make processes measurable and predictable. When any anomaly is found, action is immediate, and errors, failures, and rework have less impact.

    Facilitated training

    If the company has documented processes, it has procedures and all instructions about the processes. Thus, training new employees or refreshing the training of existing professionals is much easier.

    This consolidation of information generates reliable documents that can be consulted whenever needed. The company can create interactive manuals, such as video lessons, and make them available for remote access.

    In addition to training, standardization allows the professional to understand why the process is essential for the company. By understanding this significance, they are more committed to delivering a result that meets expectations.

    What about technology?

    Technology is always a welcome resource to modernize and optimize processes. However, the organization must be prepared to receive it.

    By enhancing results, companies that do not have a standard in their processes tend to increase inefficiency when implementing technologies incorrectly.

    Thus, process standardization and automation must go hand in hand. Sequential organization of activities allows recognizing where technology can enhance results.

    If you want to start automating your standardized processes, try Fusion Platform. Fusion is a complete Integrated Management Platform that manages and controls processes, documents, and indicators.

  • Process management or Process-based management?

    Process management or Process-based management?

    Although they may seem very similar at first glance, there are key differences between the Process Management and Process-based Management concepts — they are definitely not the same thing. These two approaches still spark a lot of debate. After all, they are two management models that complement each other, each bringing concepts and guidelines that make all the difference in the way they’re put in practice.

    When it comes to management models, literature typically leans towards the Process Management model. However, many of our contemporary organizations are already employing Process-based Management, sometimes without a clear definition, which often leaves us with even more questions.

    To clarify the matter once and for all, let’s understand the difference between Process Management and Process-based Management, along with each of their characteristics and how they can fit into your company. Let’s dive in!

    First, what is Process Management?

    Processes have always been present in organizations and all types of businesses, whether for purchasing materials, recruiting new employees, paying bills and issuing receipts, you name it.

    But what exactly are processes? According to the Business Dictionary, a process is a sequence of interdependent and linked procedures. At each stage, they consume one or more resources (employee time, energy, machinery, money) to convert inputs (data, materials, parts, etc.) into outputs. These outputs then serve as inputs for the next stage until a known goal or final desired outcome is achieved.

    In practice, think about your own’s company workflow. When you finish a product, isn’t it necessary to start a new process for purchasing inputs for new units or batches? In short, sets of activities like these can be considered a process or at least part of it.

    Until a few decades ago, activities occurred without the aid any specific methodology. This is where Process Management, better known as Business Process Management (BPM) in the corporate world, emerged.

    And what about Process-based Management?

    While Process Management represents the methodology and specific actions known in the field, Process-based Management aims to integrate all departments and its processes. It structures and integrates functional processes within organizations towards common goals.

    Traditional organizations developed based on a culture of managing each department’s processes and activities.Process-oriented companies on the other hand, use a Process-based Management approach, leveraging management systems to handle everything involving the company and its departments.

    This broadens and systematizes management, with less interference from departmental managers. The main objective here is to optimize the organization’s performance.

    Ultimately, Process-based Management aims to integrate all company processes, resulting in clearer common objectives. This lets processes to be conducted in a better organized manner, benefiting the entire company, not just a specific department or sector.

    In this sense, process management provides a holistic view of the company, making decision-making more effective. Additionally, it’s easier to identify bottlenecks, and teams and departments are more integrated and collaborative.

    In summary: what are the differences?

    Essentially, a company that practices process management has its tasks and activities mapped and monitored with complete control. They know that all processes will occur as planned and described.

    When Process-based Management is adopted, there’s connectivity between processes, which favors a trully comprehensive view of the organization. Activities are integrated, and the result stems from the effort of a correlated whole.

    Indeed, companies that operate with Process-based Management are more focused on developing their activities to ensure customer satisfaction.

    With a process-oriented company culture, decision-making, employee management, document sending and viewing, and team interaction become integrated activities, improving overall productivity.

    Additionally, there’s alignment of strategy for product or service development for the customer. At this point, having available indicators for better decision-making becomes essential.

    Undoubtedly, Management through Processes is very advantageous for companies. However, its application requires management to focus on analyzing the entire value chain, ensuring that activities and processes are geared towards creating value for the customer.

    BPM systems in context

    Digital Transformation is a great ally to companies looking to manage their processes. They provide tools capable of automating and optimizing routine activities, facilitating execution and internal communication.

    In this sense, software is essential for both process management and process-based management.

    Although each term has a specific objective, both generally represent concepts such as continuous improvement, clear and simple processes, sector organization, and more assertive decision-making in any type of organization.

    In this regard, Neomind has developed the BPM module, which integrates and manages structured processes. This provides effectiveness and agility in responses, enhancing company results, with greater transparency and collaboration among stakeholders.

    Fusion Platform enables companies to reduce processes errors and automate repetitive and manual activities. Additionally, it improves corporate performance, enabling greater competitiveness and assertiveness for your business.

    The purpose of adopting BPM software is the convenience in carrying out activities as well. Because of that, Neomind’s Fusion Platform is a low-code tool, fully user-friendly and adaptable to your needs.

    Curious about how process management happens in practice? Try Fusion Platform for free, or talk to our consultants.

    Whether you’re considering investing into process management or process-based management, Neomind is your business partner!

    Does your company practice process-based managament? Tell us about your experience. Or if you have any questions, write it to us in the comments. We’ll be happy to assist you.

  • The Role of Process Management in the Digital Transformation Age

    The Role of Process Management in the Digital Transformation Age

    The 21st century is marked by non-stop technological innovation. Take Natura, a Brazilian cosmetics company, for example. The organization is a reference in Brazil when it comes to process management and innovation. In 2007, in order to sustain its financial growth, it chose to transform its management model and organizational culture.

    Administration became process-oriented, allowing the responsibility for corporate results to be shared among process owners. This shift enabled Natura to grow by 5.6% in that year’s first nine months. There was also a 49% increase in its market share through consultants, who, in turn, observed a 46.2% reduction in wrong deliveries.

    Similar to this case, we can recall various other transformation stories that revolutionized businesses. In another example, in 2016, the Williams Formula 1 team set the record for the fastest pit stop with pilot Felipe Massa in 1.89 seconds. In 1950, pit stops took approximately 1 minute. Analogously analyzing, how is it possible to transform processes and improve results?

    To answer this question, we first need to understand what types of transformation can be applied to a process. The CBOK book from ABPMP says: process transformation has a range of impacts that include continuous improvement, redesign, reengineering, and paradigm shift.

    Within our organizations and even driven by Lean Manufacturing, SIX Sigma, and TQM (Total Quality Management), we tend to evolve processes through a lens of continuous improvement. This is a strategy that indeed generates results, and the impacts of the change are smaller, making it much easier to apply with great adoption from its involved parties. However, often a given process, as it was originally designed, no longer follows the overall business evolution, and in these cases even continuous improvement will not yield the same significant results.

    Redesigning a process presents itself as a solution for these situations, as we rethink the business end-to-end while maintaining fundamental concepts. This makes it necessary for us to advance and study the need for reengineering.

    Reengineering impacts all levels of the business, radically transforming how functional areas should work. These two forms of transformation, redesign and reengineering, commit to changing the process and cause minor impacts on the product or service offered. In other words, even after the reengineering of an automotive process, we will still have a car as the result of the process. Perhaps in less time, eliminating waste, causing fewer environmental impacts, and improving the financial result of the company, but the final relationship with the customer will still be through the purchase of the car.

    One might think that these three forms of business process transformation would be sufficient for a company’s survival in the competitive market. But often the only way out is a paradigm shift. Still analyzing the example of the automotive industry, we can conclude that a person buys a car with the ultimate goal of traveling from one destination to another. Given this need, the factory offers its customer a solution: the car. What would happen to the automotive market if Fiat stopped selling cars as a product and leased them as a service? In this model, the customer would pay a fixed monthly fee entitling them to a complete car with all safety features and key technological accessories. For the customer, this would change the way they consume the product of that brand, and for the company, it would be necessary to completely rethink its vision, mission, and values.

    This happened with the mobile phone industry with the arrival of smartphones, with the music and film industry after the advent of iTunes and Netflix, and also with the transportation service through Uber. The truth is that a paradigm shift impacts first on customer habits and beliefs, and consequently, on the entire market consumption dynamics.

    In conclusion, it is evident that due to ease of implementation and the impacts caused, the market initially adopts continuous improvement as the primary tool for process transformation. However, in the century we live in, we need to reverse this order, first analyzing the feasibility of a paradigm shift, moving on to reengineering, redesign, and finally, continuous improvement.

    If your company cannot change market behavior, others certainly will, and you will be forced to catch up with the losses. Try Fusion Platform for 15 days and see how optimizing your company’s management can bring more results to your business.

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