I utilize it to relook at our ITSM processes to readdress and rebalance them because we've realized we have different processes for different customers we support.

Therefore, Signavio is a great place to start to identify those processes. And then, try and figure out things from these different variants. 

Many processes might have the same initial steps, but later on might have different steps. Signavio helps us identify the differences and figure out - even though the process name and first five steps might be the same, steps six, seven, and eight could be different variants.

We use it for process management within our organization. It helps us map various processes, such as budget-to-report (B2R), High-to-rate (H2R), and Purchase to Pay (P2P), into SAP. It enables us to maintain an overview of all IT systems involved, allowing us to identify and analyze processes that help streamline across different locations and warehouses, facilitating collaboration and easy sharing of information.

Our main use case for this solution is (1) capture current process with Process Manager (2) invite process feedback with Collaboration Hub (3) Process Intelligence/ Process Mining from  SAP Tables for Process Discovery and Process conformance with current process.  The process are modelled to BPMN 2.0 Standard. From there, we are able to analyze the business process and identify improvement opportunities.

The primary use case of this solution is to raise process maturity in this UK government agency. The organisation is a 'trading fund' which has both publicly funded and commercial produces and services.

We began, in 2016, with a very low level of process maturity. Some inconsistent and non-standard policies and procedures had been published on the corporate intranet. There were no BPMN 2.0 workflow models or process architecture to any industry-standard; mainly models produced in Microsoft Visio or PowerPoint.

We needed to raise awareness of the value of effective business process management, document processes consistently and promote process performance management across the process governance roles prior to moving into process improvement and automation.

One if the biggest drivers for this was our ISO 9001:2015 certification which is a contractual requirement for some of our biggest customers.

So we are looking for the solution to help raise our process maturity from a zero base through: awareness of the value of process management, understanding what we do and proactive performance management of cross-functional processes - to help break the silos and shine a light on the pockets of activity that are not aligned with business strategy.

We are using it in a mixture, actually. We have got our business-as-usual business analysis activities and we are getting our business analyst to model the processes that they would normally draw up in their day-to-day activity. Instead of doing it in Visio, we are asking them to do it in Signavio to get the depth of the information that we actually need for the process plans.

Things like attributes, the full details of the task descriptions, the full roles and all that is recorded and then filed centrally. What we are also doing is we are trying to expand our scope. This has been a project for us and what we are trying to do is develop it into a product so that we have got backing. We can then go out to different business areas and ask them about some of their processes. We will help them with the challenging parts of the processes. Like we will draw out the plans for them, show them what it looks like and what we can do for them. During that, we would identify pain points and again it is all kept centrally. Then we can feed that back to them. So those are our two main use cases.

We use this solution primarily for our single-source business process. 

At this point in time, we've onboarded about 400 people who are actively capturing processes and adding critical attributes. We have a lot of additional people (very hard to put an exact number on that) who have viewed the models.

In terms of deployment and maintenance, there is a team of five people plus a specialist testing these sources. At the moment we are using it across some of our value chains and we will eventually cover the entire organization. I expect that to happen in the next 18 to 24 months.

There are plenty of use cases. One of the key things that we're trying to understand is related to the fact that a lot of our teams are working in different methods. Especially being in a global layer of the company, we're trying to see how similar teams from different geographies are working, in order to find a synergy or find the best way to learn from each other. That's why we've taken on Signavio to do our business process mapping.

When a client, primarily operating on SAP, required a new process for employee onboarding due to the inclusion and increased regulatory requirements, we documented it using Signavio Process Manager. This process involved thorough evaluation and implementation of regular checks to ensure compliance during project assignments and task completion.

We primarily use the solution as a support tool towards becoming more focused on process management. This high-level goal can be further broken down into increasing visibility over existing processes, facilitating the design and collaboration on to-be processes, as well as cutting down on external consultants costs related to process management. 

Furthermore, we are using Signavio for our enterprise architecture as well, in order to increase visibility over how the different IT systems used in the company are supporting different processes. 

My company's clients mostly want to migrate their current solutions to SAP S4/HANA to check the processes the tool offers.

We use this solution for capturing our workflows and processes in all areas of the business, whether that's HR or content production or finance. It's about discovering some of those workarounds and unblocking our workflows.

The solution is used to run business processes. We're able to automate the data from SAP.

We use Signavio for group-wide digital transformation and standardization. As the largest private hospital group in Switzerland, we are dependent on keeping pace with digitalization and new business models. Signavio helps us to absorb the complexity and to create effective solutions. the planning and deployment of RPA is also supported and simplified. A deeper understanding of the correlations can be achieved with the consistent use of Signavio and process modeling. This is necessary to continuously offer customer-centered services and products in the existing VUCA world.

In my case, representing the procurement department, we use it now for process mapping of all procurement processes, such as source to contract, procure to pay, and supplier management. First, we map and analyze the current process, then we determinate situations that can be optimized or improved based on our process mapping.

We knew we needed to invest in Signavio because we are a large company with around 15,000 employees and multiple departments. It was impossible to have an overview of all the processes that we have, including processes that are linked to each other and that we might have in Excel, Word, or PowerPoint. How do you bring all of these together to identify possible redundant or contradictory processes? Putting everything into one solution gives us the efficiency of mapping everything and knowing where we might need to focus to make it easier, faster, and leaner for everyone.

We are a transmission system operator that handles the high voltage electricity network in all of Switzerland. There are a lot of core processes and managing support processes, and they need to be very accurate because what we're doing is quite critical.

It's critical infrastructure, so doing things wrong at the core can cause a lot of damage and cost a lot of money, but it can also cause injury or death. It is dangerous, therefore our processes need to be very well understood and need to be run very strictly.

SAP Signavio Process Manager is used for business process management and enterprise architecture.

The main use case is really to make the process visible for the organization to help them understand it. We also use it to create a clear definition, not only of process steps, but also the roles behind the process. If you think about our organization, that is something that we really need to explain to people that are new.

I am a lecturer at a university. We are using it as a lecturing tool for business process modeling.

We use it in a case each month on a yearly basis. We have a condensed course which runs approximately one month. During this month, we would use Signavio with some assignments for students to model their processes within Signavio Process Manager when having tutorials or computer labs tutorials on the topic of business process modeling.

There is a curriculum provided by Signavio. I enroll students into the portal, then students can go into the portal, open their folder, and design their processes there. I can oversee, discuss, and correct them. The typical case is where the students use the modeler to create processes, then we would discuss them online.

We are using the academic Signavio.com. This is an offering for academic initiatives.

• Document processes as a baseline for further improvements 
• Design to be processed for ERP transformation (MS Dynamics)
• Training material for new employees
• The connection between several other pieces of information (templates, work instructions, learning videos etc.) which is very helpful for employees
  5 process managers designing processes
• 2000 employees with collaboration hub licences to have access to all processes
• Training videos based on processes in Signavio
  
• Introduction of a new ERP system based on designs to be processed

In our company in healthcare, we right now focus on process documentation in order to build a base for future process improvement and potential automation. We use the Signavio Process Manager to design the processes and publish them on the Collaboration Hub. This adds to the transparency of the business since all employees have access to the Collaboration Hub and see the documented processes as visualized models. This transparency is fostering the collaboration between business units by reducing silo thinking and thus enabling continuous process improvement.

Our main use for Signavio Process Manager is to document our process and look at how we can improve them. We also use it as a basis for communication, internally and externally, to show workflows and ask for feedback. You can really see what has to be done on both the development and user's side.

Our use case is to get a better understanding of our process. We want to get right to the core of it. We went through a multi-year automation journey and we found that most people really didn't know their processes well enough. Signavio is helping us to go back to basics a bit and document our processes in a standard way in a central repository. It also gives us a better understanding of the process so that we can be more targeted, accurate, and effective in the way we do our transformation.

We are using Signavio mainly in the context of tax compliance management systems. We are supporting clients by documenting their processes, risks, and controls within Signavio. We also use Signavio to import processes into a workflow management tool.

We've had a restructuring in our company last year, so a lot of functions that have come are quite new and a lot of new staff are being hired as well. It's particularly useful to have this repository of processes so that new staff can get on board easily and use the knowledge that's available to start working immediately.

We use the solution for data modulation and validation.

We use this product in our Integrity and Compliance Organization. The product is not rolled out throughout the whole company. When I changed my job I brought Signavio with me because I started using it in another department and thought it made a lot of sense to have it in our Compliance Management Systems Processes. It is a way of documenting and sharing the processes with the compliance community.

We haven't started the life cycle improvement because we are still working on the as-is process documentation. 

We use Signavio to create our processes for digitalization and software development, also, for the improvement of the software we have. We have both, software improvement and process improvement for our compliance platform, for example.

We use Signavio as a documentation tool so that everybody gets an overview of all our processes: this is the input to the process, this is the output, and these are the people who are involved in this process.

We want to use Signavio more and more as a process tool to document how long a process runs, and maybe to see how the KPIs are running.

My task is to form a package of documents describing the activities of the company as a whole. This is done for one purpose, as I understand it, to raise the market value of the company. This is the ordering of processes, provisioning a certain systematicity of processes and their description as well as polishing the API belonging to these processes.

We recently switched from on-premise to cloud.

We are working to help our customers with manufacturing use cases from areas such as the automotive sector, mechanical engineering, production, and OEMs. Most of the time, it is end-to-end processes.

Our specialty is supply chain management on operational manufacturing, and in this environment, we usually use Signavio to model end-to-end processes.

We use it regarding Business Process Management (BPM). Presently, we're actively engaged in streamlining reporting efforts using this solution. Similar efforts have been applied to the plan-to-make process.

We are establishing the business process management function and business process culture with the help of Signavio. Our processes have been designed in Visio/Word and stored in a document management system. The user-friendliness of these processes has not been the highest as the integrations between the various documents are not easily shown. Signavio supports us in documenting and collecting these processes in a collaborative manner together with the process users. Additionally, we are able to show the various links between the different processes using this tool - thus, increasing transparency.

I'm a management consultant, and I'm working with an IT-managed service business that is trying to trend well. They're trying to change the way they operate so that they can scale their PE-backed business. They want to grow a lot faster than they're growing.

Typically, that sort of business, they started saying, "We need new systems." As soon as you get involved with helping and say, "What's processes are you trying to execute on these systems?" You immediately get into the use case of, "You don't have an operating model." If you don't have an operating model, you're never going to scale.

I'm helping that business on the journey to establishing an operating model and a set of processes This means that the systems that they want to implement will actually support the processes and allow them to deliver value to their clients. In the end, my use case is a pretty basic process mapping.

In our company right now, we focus on process documentation in order to build a base for future process improvement and potential automation. We use the Signavio Process Manager to design the processes and publish them on the Collaboration Hub.

This adds to the transparency of the business since all employees have access to the Collaboration Hub and see the documented processes as visualized models. This transparency is fostering the collaboration between business units by reducing silo thinking and thus enabling continuous process improvement.

We primarily use Signavio for global process documentation, process discussions, and process management (process owners).

We are running Signavio on IaaS (our own cloud) and Signavio Names is on-premises.

We also use the Signavio Dictionary function as a glossary of our business terms, and to manage the process roles. As we have more than 25 offices around the world and selling in more than 55 countries, we can not map functional roles on the Swim lanes chart. This would not work.

The process roles feature is crucial for us, as this is the way the people know what they do.

We are using Signavio Process Manager to model our end-to-end processes from the customer needs to customer success. Our strategic aim is to digitalize all of our processes.

We have just begun to fill in the Signavio platform with single processes and are trying to combine them. We do not have a specific business scenario. Rather, we are trying to bring in all of the processes from our other platform.

At the moment, we are working from our headquarters on ARIS, but this no longer works for our business.

We have created a process house in our company and are defining thirteen end-to-end processes. We created process teams to create the end-to-end processes and we define process owners for each of these. After this, we meet for support workshops to build level three processes in Signavio and link them to each other. We also create end-to-end-to-end processes, because sometimes business processes jump from one end-to-end process to the next, to the next, and then back to the first.

This solution is also used to define the communication between the different departments and erase silo thinking. We publish processes in our intranet and we use the Collaboration Hub that every employee has access to. Each person can use it as a Help Tool to find out the right way that things should be done, who they need to speak with, and who they can get information from.

We use Signavio for process modeling, design, and analysis.

We use this solution to optimize our fund processes and also to use the process charts for our yearly audits. The audits are a very important topic for us.

We are using the process manager. We have used the collaboration component quite heavily with some of our projects to communicate with some of our other partners. Currently, we are doing some work with some external companies and putting their processes into ours. We have actually been able to communicate directly with them. It has really cut down the time projects take and reduced some of the complexity of following communications with emails going forwards and backward all the time. We are currently going through the business operating model so we can drill down start at our operating model for the business and then drill down to get to the process level.

We are a company that sells a variety of goods and the majority of our business is logistics. We use Signavio Process Manager to manage our logistics processes. We can see things like who has to be notified if one or more of our internal processes has changed.

We use the solution for process documentation.

At first, we just used Signavio to get the whole picture. We wanted to see where we stood in terms of processes and what we actually were doing. We didn't know what we were doing in detail. That was the first step. The next step was to improve our processes. We wanted constant improvement. That's where we started to struggle. We have always documented and everyone has access to Signavio. I can look at their processes, but then we took our foot off the throttle and interest from management went elsewhere. I would say the current priority is automation and digitization. The process work has been a bit neglected in the last couple of years, so we need to come up with a re-ignition.

We are building models using the Signavio Process Manager, and we are using the Workflow Accelerator to optimize our workflows.

We are building process maps for customers.

Right now we still do not have many processes defined. I remember back in February when I started at the company with the Wagner Group. I was wondering how the heck we even got the ISO 9001 certificate because there was a major lack of defined processes.

The good thing is we have some level of success and we are making good steps in the right direction now. The features we are using most of the time right now are the editor and the Workflow Accelerator. That feature was a very important thing because it really allows for automation without needing programming skills. I think this is going to be the main tool for us to really get the whole process-centric mentality in motion in our company. We really need to do a little bit of something in that direction to gain exposure and use of the product.

I am a one-person company and I use this product for training. I also resell this solution to my customers. It is a good tool to show the different functions that BPM is used for, and whereas some products have a special focus, the broadness in the usability of this solution is very good.

We use this solution for our projects. We describe the project requirements and build the process landscape.

My primary use case for this Signavio is mapping processes. I map the main calls and main processes in the company. One of my tasks is to eliminate waste within business processes.

We use the product to access processes.

The primary use is that we, as a professional services company, are trying to enhance the project delivery cycle.

We are using Signavio to design our processes.

We use this product to document our internal processes. It is as simple as that. We run it in conjunction with other internal systems — like LeanIX, which is providing information to Signavio and all other internal systems.