In the wake of a merger in 2007, the company found itself managing a host of both legacy and newly inherited business processes, many of which were duplicative or met varying process standards.
These processes were not only designed to differing standards, but also were characterized by several business process management (BPM) tools and environments. This mixture of process standards and technologies hampered the company’s visibility into, and control over, key tasks and workflows—including those related to equipment maintenance, security, environmental protection, and health and safety. In an industry where the compliance of processes and procedures with international safety, health, and environmental regulations is a major concern, the company saw a clear need to improve its BPM capabilities.
Yet, despite an internal initiative aimed at modeling the new entity’s full range of business processes and making them more accessible and manageable, this oil and gas company still had a surplus of process standards and repositories. It was aware of the improvements to efficiency and transparency that would result from a comprehensive transformation of its BPM capabilities. In light of Accenture’s deep BPM experience and central role in the company’s post-merger integration efforts, it approached Accenture for help in bringing its BPM practices up to speed.