The Process Orchestration

Maturity Model
A guide to accelerating process
orchestration maturity to drive better
and faster automation business results

November 2023 camunda.com

 Contents

Introduction���������������������������������������������������������������������������������� 3

The research: Trends driving automation adoption and the need for
process orchestration��������������������������������������������������������������������� 4

Trend 1: Pandemic drove accelerated digital transformation and

automation adoption����������������������������������������������������������������������������� 4

Trend 2: Fast digital transformation decisions led to an explosive

growth of technology applications������������������������������������������������������� 4

Trend 3: Artificial intelligence hits the mainstream����������������������������� 4

Trend 4: Inflation causes companies to rethink business operations 5

Reviewing the process orchestration maturity model���������������������� 5

Process Orchestration Maturity Model��������������������������������������������� 7

Exploring Process Orchestration Maturity Model levels in depth������ 8

Level 0: No Process Orchestration�������������������������������������������������������� 8

Level 1: Single Process Orchestration Projects/Ad Hoc����������������������� 8

Level 2: Broader Process Orchestration Initiatives ��������������������������� 10

Level 3: Distributed Process Orchestration Adoption������������������������ 11

Level 4: Strategic, Scaled Process Orchestration Adoption��������������� 12

Winning outcomes: Case studies�������������������������������������������������� 14

Adopting a federated CoE model: National Bank of Canada������������� 14

Scaling the enterprise-wide value of process orchestration:

Atlassian���������������������������������������������������������������������������������������������� 15

Conclusion����������������������������������������������������������������������������������� 16

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 Introduction
Macroeconomic conditions and global events such as the COVID-19
pandemic have caused a rapid adoption of technology and
automation. Yet in the wake of this technology spending spree,
many organizations are re-evaluating the efficiency and business
value of their automation efforts. How do people, systems, and
devices work together to power end-to-end automation, vs. siloed
automation projects?

According to Deloitte, 92% of advanced automation adopters take

advantage of end-to-end automation as a part of their strategy now,
or plan to do so in the next three years. Process orchestration can
help organizations achieve this goal, while leveraging the technology
and talent investments they’ve already made.

In this eBook, we’ll dive into the research and trends that have
driven the rapid, yet fragmented, adoption of technology and
automation solutions. From there, we will demonstrate how
process orchestration can help organizations make the most of
existing people, systems, and devices. By introducing the Process
Orchestration Maturity Model, we’ll bring organizations along a path
toward improving business outcomes of their automation efforts,
such as:

▪ Marked improvements in customer experience, driving revenue

opportunity

▪ Greater internal efficiency, lowering costs

▪ A higher degree of overall automation, driving digital

transformation objectives.

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 The research: Trends driving automation adoption
and the need for process orchestration

To truly understand the current state of Trend 2: Fast digital transformation

automation, along with organizations’ growing decisions led to an explosive growth
technical debt, it’s important to reflect on of technology applications
the trends that got us here in the first place.
Taking a step back, here are some of the macro Over the past five years, as organizations have
trends that led to one of the fastest digital accelerated their digital transformation efforts,
transformations in the modern economy. Later they’ve added new technology systems and
in this eBook, we’ll explore how organizations processes to their mix at an unprecedented
can cope with the aftermath of these changes, rate. In fact, software spending in this time
while remaining both agile and effective with period outpaced the general inflation rate by
their automation efforts. 4x. Among enterprises with 1000+ employees
specifically, SaaS spending increased by 33% in
just two years between 2020-2022.
Trend 1: Pandemic drove accelerated
digital transformation and automation This spending spree left many organizations
adoption with a mess of systems that didn’t necessarily
interoperate or share data with one another. The
Nearly every global company had to act quickly fallout for automated processes has been clear.
with their digital transformation strategy Many teams experience disjointed processes
in order to remain competitive during the due to these technology silos, which lead to
COVID-19 lockdowns. According to data from poor customer experiences and inefficiency.
KPMG, the following percentage of CEOs said In other words, there‘s a delta between
that their progress accelerated by months or expectations and reality when it comes to how
years in these areas: well these tech investments have paid off.

▪ 76%: The digitization of operations and

the creation of a next-generation operating Trend 3: Artificial intelligence hits the
model mainstream

▪ 70%: The creation of new digital business It’s impossible to cover tech investments these
models and revenue streams days without talking about artificial intelligence
(AI). Particularly, generative AI (or applications
▪ 75%: The creation of a seamless digital that generate text or code when prompted)
customer experience captivated the world’s collective attention
around the business and consumer impact of
▪ 66%: The creation of a new workforce AI. In fact, McKinsey estimates that generative
model, with human workers augmented by AI’s impact on productivity could add trillions of
automation and artificial intelligence. dollars in value to the global economy.

These large-scale, strategic changes With that said, organizations need to consider
happened within a short period of time, leaving how AI fits into their larger mix of software and
organizations to assess their effectiveness in automation investments. No technology is the
recent years. While there’s still a lot of room remedy for every business challenge. Instead,
for improvement, there is a bright spot. The a strategic approach that layers and integrates
pandemic led businesses to challenge common relevant technologies is far more successful
assumptions that come with technological when it comes to the goal of achieving true,
change, enabling them to effectively meet end-to-end automation.
regulatory hurdles, engage customers digitally,
and act on their own innovation instincts (vs.
following the crowd).

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 Trend 4: Inflation causes companies Reviewing the process
to rethink business operations orchestration maturity model
Following the challenges of the pandemic,
inflation and global macroeconomic conditions The Process Orchestration Maturity Model
have caused most organizations to take a step aims to gauge how well organizations carry out
back and take a look at transformational debt. process orchestration initiatives, by considering
various „drivers“ that indicate their level of
Many are disappointed with the way new maturity. Enhancing maturity is essential
systems and processes adopted in the years for teams to overcome obstacles related to
since the 2020 pandemic lack alignment with technology and personnel, which often stand in
their business goals. According to McKinsey, the way of achieving automation objectives.
65% of smaller companies report success with
automation, compared with just 55% at large Several common challenges include:
organizations.
▪ Absence of strategic oversight and visibility.
Often, organizations haven’t made the wrong
investments, they just haven’t optimized their ▪ Issues stemming from outdated technology
people, systems, and devices to work together and accumulating technical debt.
effectively and efficiently. They’ve discovered
that new software means new silos. Without ▪ Limited integration capabilities.
implementing process orchestration across
these silos, organizations often experience: ▪ Problems related to performance, reliability,
and scalability.
▪ Broken or inefficient customer experiences
▪ And more.
▪ Unnecessary inefficiency due to poorly
identified, implemented, executed, and These challenges have adverse effects on the
maintained processes business. At times, additional personnel are
required for what should be an automated
▪ An inability to quickly react to change (such process, resulting in unnecessary expenses.
as new requirements or laws) In other cases, inefficient processes and slow
response times impact the satisfaction of both
▪ An inability to measure effectiveness or customers and employees. What’s more, many
continuously improve automated processes. teams grapple with increasing maintenance
costs associated with legacy infrastructure.
To contrast, organizations that have
implemented process orchestration are able To conquer these challenges and their business
to set up and maintain complex end-to- repercussions, organizations can evaluate their
end processes involving multiple endpoints overall maturity by comparing their position
(people, systems, devices). They can align against the five drivers of process orchestration
their processes toward specific business goals, maturity outlined in the model below. Assessing
react with agility toward changing regulatory maturity can pinpoint the critical areas to
requirements, and gain the visibility necessary concentrate efforts — driving value from
to measure and continuously improve their both new and existing digital transformation
processes. investments.

The first step toward achieving these goals is

to take an objective look at the organization’s
process orchestration maturity today.
Advancing along the levels in the Process
Orchestration Maturity Model can bring teams
closer to their optimal automation outcomes —
maximizing the time, talent, and technology
they’ve already invested.

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 Vision Measurement

What is the awareness of process How does the organization define

orchestration as a distinct compe- process orchestration success, and
tency in the organization? Why does how capably can the organization
it matter to the organization? track that success?

Motivation Technology

What goals are the organization What technology philosophies,

trying to achieve through its process platforms, and solutions power
orchestration practice? the organization’s process
orchestration efforts?

Team Structure

Who defines the standards

and policies for how process
orchestration should be used? Who
is responsible for implementing
these changes?

After evaluating where they stand using the Maturity Model

framework below, organizations can visualize their ranking across
maturity levels from 0-4.

Key takeaways: The Process Orchestration Maturity

Model

▪ The Process Orchestration Maturity Model assesses an organization‘s capability

to execute process orchestration projects.

▪ Improving maturity helps address technology- and people-related challenges

hindering automation goals.

▪ Common challenges include lack of oversight, legacy technology issues,

integration limitations, and performance problems.

▪ These challenges can result in increased costs and impact customer and
employee experiences.

▪ Organizations can determine their maturity level by evaluating their alignment

with the model‘s five drivers to prioritize improvement areas.

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 Process Orchestration Maturity Model

Level 0 Level 1 Level 2 Level 3 Level 4

No Process Single Project Broader Distributed Strategic,

Orchestration or Ad-Hoc Use Initiative Adoption Scaled Adoption

Vision Some process Focused on single, Broader, scaled-up Evolving toward a Clearly defined
elements may mission-critical initiatives are focused practice where process strategy around
have automated process orchestration on better business orchestration supports technology,
components; they are projects, or projects outcomes; measuring organization-wide methodology, and
too dispersed to be that focus on a success remains a digital transformation people to execute
measured “broken” process challenge goals process orchestration
at scale; ability to
execute that vision is
evenly matched

Motivation Galvanized to improve Urgent need to “fix” Focused on driving Harnessing process Demonstrated track
inefficient processes; broken/inefficient critical business orchestration to drive record of delivering
may struggle with mission-critical outcomes from strategic business strategic value to
processes not process justifies process orchestration outcomes, at scale and organization through
working efficiently or process orchestration at a rapid pace, for the process orchestration
effectively investment entire organization motivates teams
to deliver business
transformation at scale

Team IT team is not set up Team often takes IT teams want to May have Global CoEs act
Structure to centralize projects decentralized, empower business implemented a Center as “SaaS platform
or resources “sprouting mushroom roles to understand of Excellence (CoE) within org,” providing
approach” to disparate their process model or distributed enablement, training,
process orchestration orchestration projects team focused internal consulting,
projects on repeatability, and Connector
enablement, and scale development for
process orchestration
technology solution

Measurement Unable to accurately Focused on completing Focused on defining Have established Focused on defining
measure business single high-need and measuring clear success metrics and measuring
value due to silos and projects; success success for individual for individual process large-scale KPIs that
lack of scale defined as “project is projects and/or orchestration projects; demonstrate process
in production” processes, but still starting to explore orchestration’s
struggle to track KPIs broader process contribution to
orchestration KPIs business outcomes

Technology May have implemented Questioning the legacy Focusing on building Investing in elements Belief that there is
disparate automation systems or monolithic a single technology that increase solution no “one size fits all”
technologies on-premise solutions stack that covers the acceleration; enabling approach to hyper-
that limit advancement entire process lifecycle multiple teams to build automated tech
process orchestration stacks; has instead
solutions at scale built one that fits
their exact needs
without additional
components; also has
dedicated process
orchestration strategy
within stack

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 Exploring Process Orchestration Maturity Model levels in depth

Level 0: No Process Orchestration

Organizations who fall into the Level 0 stage of maturity have

no process orchestration practice or capabilities across the five
identified drivers. That means these organizations have not yet
implemented process orchestration within their organization. While
some individual elements of an organization’s disparate processes
may have automated components, often these elements are too
dispersed to be measured — and as a result, many may not be able
to understand the benefits of these efforts.

These organizations stand to gain the most from process

orchestration, as small changes will wield what feels like significant
results. For example, taking steps toward implementing process
orchestration can enable IT teams to plan more effectively, and
work cross-functionally to achieve the desired business results
from automation. By removing what may seem to be small or
inconsequential silos, these organizations can drive meaningful
change when it comes to risk management, customer experience
and retention, employee experience, and customer acquisition and
revenue growth.

Level 1: Single Process Orchestration Projects/Ad Hoc

Organizations at this level of maturity are just beginning to realize

how process orchestration can support their business needs on a
project-to-project level. Organizations at this level often focus on
investing resources into the people, methods, and technologies
needed to improve their business-critical processes and to
understand how these efforts can drive further organizational value.

Organizations in this stage of maturity often have one or more of

these characteristics across the five drivers of process orchestration
maturity:

▪ Vision: Organizations at this level are incorporating process

orchestration into a single, mission-critical project. Alternatively,
they are focused on projects that address a “broken” process, or
process that needs to be better optimized to deliver value to the
organization.

A major growth area would be to consider deploying process

orchestration across different departments or teams, to achieve
scale throughout the organization. The main shift in thinking is
evolving from a single project or process toward driving long-
term value or transforming the business.

▪ Motivation: As mentioned above, these organizations are

motivated to incorporate process orchestration in single,
mission-critical projects or solutions. Often, there is an urgent
need to “fix” broken or inefficient processes, which justifies
the initial investment in process orchestration resources. In

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 other words, “painful” problems better mobilize resources,
vs. seeking to better optimize processes to drive better value
across a business unit.

▪ Team Structure: The IT team (usually one team at this level of

maturity) embarking on initial process orchestration projects
must complete a robust set of tasks from scratch, and therefore
must expend a significant amount of time standing up the
initial process orchestration solution: understanding the tech
solution, procuring it, installing it, and integrating it into the
organization’s existing technology stack. They will also need to
spend a significant amount of time upskilling the individual team
members on how to best work within the solution and to use it
to collaborate with business users.

Should the team take on additional process orchestration

projects or look to orchestrate additional processes and
workflows, their team will often take a more decentralized,
“sprouting mushroom approach” to the disparate projects, as
opposed to trying to centralize their knowledge and resources
for more efficient and scalable work.

▪ Measurement: These organizations are focused on completing

single, high-need process orchestration projects, and
any individual success metrics or definitions of success
will correlate to these projects - if they even exist. Many
organizations in this stage of maturity may not have identified
specific success metrics other than “project is in production.”
Additionally, these organizations follow a traditional “waterfall
style” project lifecycle; once the process is in production and
demonstrably better than the project was before, the team will
likely consider it “closed” and move on to their next project, as
opposed to continuously monitoring and optimizing the process.

▪ Technology: These organizations are open to procuring and

using a process orchestration platform or other best-of-breed
solution to fix those mission-critical processes, but may not
be looking for additional opportunities or elements at this time
that would empower future deployment at scale, such as cloud.
However, these organizations are beginning to question the
legacy systems or monolithic on-premise solutions that limit
advancement, and have the most potential to galvanize digital
transformation through optimizing their technology stack.

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 Level 2: Broader Process Orchestration Initiatives

Organizations at this level of maturity have evolved past the “we just
need to fix what is broken” mindset, and are beginning to question
how to initiate broader process orchestration initiatives to bring
more tangible value to the organization. As organizations at this
level build their strategy and develop their team structures, they
may still struggle with meaningful measurement.

Organizations in this stage of maturity often have one or more of

these characteristics across the five drivers of process orchestration
maturity:

▪ Vision: Organizations have moved their attention from single

projects to broader initiatives. They hope to deliver more value
to the organization, with an eye on building better business
outcomes from their scaled-up practice. However, since these
organizations still struggle to accurately measure the success
from their process orchestration work in terms of business
outcomes or value driven, they may not realize the full benefits
of a higher level of maturity.

▪ Motivation: Organizations who have experienced initial process

orchestration success in individual projects are now looking
to launch larger, broader company initiatives. The aim of
these initiatives is to begin to derive better value from process
orchestration for the organization in terms of critical business
outcomes, such as:
▪ Customer experience
▪ Operational efficiency
▪ Compliance.

▪ Team Structure: As teams gain more process experience, their

priorities shift to enabling less technically advanced teams.
These teams will most likely include the business teams that are
responsible for business processes, or the business roles most
involved in the processes and workflows being orchestrated.
These IT teams want to empower these roles to understand why
a process works the way it does, how they should operate in the
workflow and best collaborate with the IT team for an effective,
efficient process.

This desire is driven in part by the organization’s increased

expectations of the IT team. These teams have been given
a charter to create positive ROI for less technical and
less mission-critical projects, and need to maximize their
effectiveness here in order to succeed.

▪ Measurement: These organizations are increasingly focused on

defining and measuring success metrics for individual process
orchestration projects and/or processes within their larger
initiatives, but still struggle to clearly define what success looks
like and how to track it. There is no delineation here between
success metrics for these initiatives and KPIs for the value and
outcomes they are hoping to drive.

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 ▪ Technology: These organizations are focusing on building a
single technology stack that covers the entire process lifecycle.
However, as the organization gains maturity, they will evolve
their outlook on this single stack to ensure that they are only
investing in and leveraging the elements they need, as opposed
to trying to create a “complete” solution.

Additionally, these organizations are leveraging their recent

technology wins to increase investment in process orchestration
and other solution accelerator services that can be combined with a
process orchestration platform to deliver even more results faster.

Level 3: Distributed Process Orchestration Adoption

Organizations at this level of maturity are well on their way to using

their process orchestration practice to drive business outcomes
at scale. They have a clear understanding of the power of process
orchestration, and are building a roadmap to deliver bigger results
faster across the organization. They have the right personnel in
place and are working on the team structures and measurement
practices that empower them to accelerate solutions across
departmental silos and isolated business functions.

Organizations in this stage of maturity often have one or more of

these characteristics across the five drivers of process orchestration
maturity:

▪ Vision: These organizations have clear intent on the strategic

value they want to derive from deploying process orchestration
at scale. They are moving beyond their broader initiatives to
devising a practice where process orchestration supports actual
digital transformation — through the delivery of better business
outcomes for the entire organization.

▪ Motivation: These organizations have seen the power of

process orchestration, and want to harness it to drive strategic
business outcomes, at scale and at a rapid pace, for the entire
organization.

▪ Team Structure: Teams have been diligently building

their process orchestration expertise and skills, and have
concentrated this knowledge into a centralized unit, group, or
team. This unit may be considered a “Center of Excellence,” or
may instead be a distributed global team. These CoEs/global
teams are focused not on building specific projects, but instead
creating the mechanisms needed to make process orchestration
and optimization repeatable. The goal is enablement, or
unlocking potential for other teams to automate their own
projects.

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 ▪ Measurement: These organizations have established clear
success metrics and are using them to track success for their
individual process orchestration projects, but are also starting to
explore establishing process orchestration KPIs for more broad
and deep objectives, such as:
▪ Number of endpoints and people within processes
▪ How many processes in the organization are optimized
▪ How process orchestration is crossing silos across
departments
▪ The number of use cases within the organization
incorporating process orchestration

Organizations are also beginning to define organization-wide,

value-based KPIs where process orchestration can support
achievement, such as:
▪ Cost savings
▪ Better compliance
▪ More customers

▪ Technology: These organizations are committed to investing

in the elements within their technology stack that will increase
solution acceleration. These elements help drive larger business
outcomes through broader and deeper process orchestration
adoption.

These organizations are also looking to allocate resources

based on technical use cases, and are interested in running their
technology stack as a platform where multiple teams can build
solutions and also combine process orchestration with other
solutions to deliver efficiency at scale.

These organizations still need to ensure their process

orchestration technology usage is consolidated and scaled.
Many may fall into the trap of “fragmented automation,” where
the amount of processes that have automation elements (for
example, through RPA bots) is quite high, but there is no true
orchestration happening that maximizes the benefits of scaled
automation to enable strategic adoption. This lack of cohesion
prevents these organizations from reaching their true process
orchestration maturity potential.

Level 4: Strategic, Scaled Process Orchestration

Adoption

Organizations at this level of maturity are delivering on their digital

transformation goals, due to their ability to drive better business
outcomes. These outcomes are achieved in large part due to the
organization’s ability to deploy process orchestration at scale across
the entire company. Sophisticated strategies, teams, and delivery
methodologies have all combined to drive business outcomes and
deliver value for the organization.

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 Organizations in this stage of maturity often have one or more of
these characteristics across the five drivers of process orchestration
maturity:

▪ Vision: The ability to visualize and articulate a process

orchestration strategy that supports the business’s model and
the ability to execute on that strategy are evenly matched in an
organization at this stage of maturity.

Additionally, these organizations will have clearly defined

strategies pertaining to the technology, methodology, and
people they use to execute process orchestration at scale.

▪ Motivation: These organizations are investing in process

orchestration at scale to drive strategic transformation across
the business. The ability to quickly adapt to deliver value
through process optimization allows the organization to shift
business models to better differentiate or compete.

▪ Team Structure: These organizations have purpose-built

CoEs or global teams that act as nucleus for organizational
transformation. They are fully committed to supporting internal
teams to pilot and automate their own processes, and act as
centralized resources for governance and best practices.

As such, these teams act almost as a professional services

team within the organization, providing enablement & training,
internal business consulting, and technology support (such as
Connector development) for the chosen process orchestration
technology solution, and for process orchestration concepts in
general.

▪ Measurement: These organizations are focused on defining and

measuring large-scale KPIs that demonstrate the effect process
orchestration has on strategic business outcomes.

These organizations are also focused on expanding the number

of teams across the organization that are using process
orchestration by placing experts on each team to support lower
developer resource needs.

▪ Technology: These organizations understand that there is no

“one size fits all” approach to a hyperautomation tech stack, but
instead have built one that fits the organization’s exact needs —
without additional components.

These organizations consider process orchestration as a critical

part of their overall their hyperautomation tech stack.

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 Key takeaways: How to accelerate along a process
orchestration maturity journey

Given the information about each process ▪ Tap into a decentralized Center of
orchestration maturity level, the next question Excellence (CoE) to scale adoption.
may be — how does my organization advance? Command-and-control-style, centralized
Here are a few key takeaways teams can CoEs can create more silos and prevent
implement, regardless of their maturity level. innovation. Think of the CoE as a
decentralized function that provides
▪ Take stock of your automation silos. enablement, training, support, technology
Evaluate where process silos occur and recommendations, and advocacy/
how they could impact both employee and awareness of automation success
customer outcomes. A prime example is a and requirements for the rest of the
customer service center that can’t trace a organization. These groups can drive
customer journey across digital self-service forward process orchestration goals and
and agent interactions. Reframe your achieve ever-important organizational
thinking and consider how orchestrated, alignment..
end-to-end processes can drive more value
for the organization. ▪ Work toward measuring KPIs and
continuous process improvement. You
▪ Think beyond an individual process level can’t measure what you can’t see — and
toward driving organizational value. most teams don’t have adequate visibility
It’s important to involve both business into their process performance. An
and technical stakeholders in automation orchestrated, end-to-end process can be
strategy. Early process orchestration measured far more effectively than a siloed
planning steps, such as process modeling, process. Mature automation teams discover
can accelerate the adoption of business- process bottlenecks and strive toward
critical processes — especially if they’re continuously optimizing and improving
complex or involve multiple endpoints. them.

Winning outcomes:
Case studies

The use cases below detail that there are many

paths toward advancing automation maturity.
Whether you’re implementing a federated CoE,
or progressing from one project to strategic,
scaled adoption, process orchestration
maturity is a journey best handled with careful
consideration toward your organization’s
business objectives.
Watch this video to learn more about
National Bank of Canada’s CoE strategy.
Adopting a federated CoE model:
National Bank of Canada

National Bank of Canada is the sixth-

largest bank in Canada, with approximately
25,000 employees. With a CoE of only two
people, the team is focused on building
internal expertise, through a mix of training and

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 contextualizing that knowledge within concrete Teaming up with Camunda enables our IT teams
projects. In addition, the team aligns IT, ops, to focus on shipping critical business processes
and business stakeholders via a one-hour with agility, visibility and efficiency,” said
weekly meeting to discuss automation. Over Vinayak Varma, Intelligent Automation Senior
time, they’ve actively managed the community Team Lead at Atlassian.
by providing guest speaker presentations,
demos, challenges for discussion, and more.

Finally, the team has created governance

foundations around three pillars:
standardization, KPIs, and reusability. The CoE
reduces wasted work, and provides support for
kickstarting projects, including code examples,
infrastructure, and more. As a result of the CoE,
demand to automate mission-critical processes
is growing. The team has 27 completed
projects, with four to five in active development.
The community has grown to 40+ meetings with
more than 100 participants. Because of this
approach, their time to start new projects has Read more and watch a video about
accelerated from weeks to just days. Atlassian’s use case here.

Scaling the enterprise-wide value of

process orchestration: Atlassian

Atlassian is a global software company with

more than 4,000 employees that makes
software to help teams organize, discuss,
and complete their work. Camunda software
supports Atlassian’s enterprise-wide business
process automation initiatives, spanning
finance, commerce, marketing, customer
support and more.

The company’s initial project utilizes Camunda’s

business process and decision automation
capabilities to integrate a new SaaS-based
accounting platform, helping centralize finance
workflows and revenue recognition processes.
Several additional projects are in the pipeline,
including process automation for Salesforce
lead management and routing customer
support cases.

“Our IT teams have been focused on

streamlining the customer experiences ranging
from buying to support across our product
offerings. Using Camunda allows our teams to
stay agile, while centralizing business processes
and rules with improved end-to-end visibility.
This transformation will eventually power our
non-technical stakeholders to self-serve their
needs as we iterate for optimization and scale.

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Conclusion
As we have seen from the Maturity Model and case studies above,
process orchestration is one of the best ways to:

▪ Break down silos and scale automation

▪ Align automation with strategic business goals

▪ Pay off on digital transformation efforts

▪ Make the most efficient and effective use of technologies

including emerging technologies, such as AI

▪ Measure and continuously improve automation efforts.

Highly mature organizations can leverage process orchestration to

improve customer experience, resulting in higher revenue. They’ve
maximized internal efficiency and employee experience, lowering
costs and improving retention. And they’re able to compete more
effectively with digital upstarts and challengers, surviving and
thriving in even the most difficult economic conditions.

Want to learn more about Camunda

and the Maturity Model?

Schedule a personalized demo

with the Camunda team

About Camunda
Camunda enables organizations to orchestrate processes across people, systems, and
devices to continuously overcome complexity and increase efficiency. With Camunda,
business users and developers collaborate using BPMN to model end-to-end processes
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