The market services of the individual divisions tailored to customer needs were defined, based on the refined positioning in the industry. In addition the division-specific business process models were derived using a uniform methodology. The focus was on the development of end-to-end responsible processes that enable a smooth and goal-oriented workflow.
A uniform basic logic for all process models had to be worked out to harmonize the process landscape. Despite significant differences between the individual divisions, it was possible to define identical milestones within the business process models and general standards regarding process architecture and visualization. The comprehensive focal points of the integrated railroad – such as customer information or punctuality – were anchored as value chains, in which the contributions of the individual areas to the respective target achievement were defined in terms of processes. The results are a reduction of interfaces, elimination of duplications, and a simplification of the committee structure. To strengthen the business process models, organizational structures were adapted where necessary, and the management as well as employees trained. A new governance structure was introduced to strengthen the process orientation. Furthermore, process managers were appointed and received an in-depth training in the new standards.
The introduction of a common language for process modeling and implementing an interdepartmental and compatible process landscape created clear responsibilities, ensured efficient processes, and improved collaboration. The early involvement of employees in the process development process, along with the consolidation of process orientation in the mindset of management and employees, has led to a rethinking of the new way in which the divisions function. Anchoring
the integrated railroad at the process level has laid an optimal foundation for the digital transformation.