Signavio Process Manager ROI

Lead Business Analyst at a media company with 10,001+ employees
Our return on investment is intangible at the moment. Again, it's because of our operating model. We have been trying to find savings, but again, it's difficult to achieve unless you are actually looking to relate it to headcount. It's a challenge and we are not really set up like that in our organization. More recently, we started looking at cost avoidance and so we're looking at that as an angle in terms of return on investment. We are looking at how long it would take us to do it the traditional way. View full review »
Principal Business Process Architect at Met Office
This solution has helped us save time. We have done some studies in simulations where we've contrasted where we were before and where we are now - contrasting the previous unwieldy process models with the new optimised ones with fewer tasks, roles, lower costs and higher quality and speed. View full review »
Process Architecture Lead at a insurance company with 1,001-5,000 employees
Our return on investment at the moment is time-savings on project communications. To be honest, because we are in the early stages it is hard to put a value on it. We are still at the stage of just getting stuff in. View full review »
Find out what your peers are saying about Signavio, Software AG, Microsoft and others in Business Process Design. Updated: February 2020.
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Assistant Director at Ernst & Young
We do not yet see an ROI. It is still too early for anything tangible. Intangibly, we are definitely working better across regions, with a lot more collaboration and transparency. There's a lot more understanding of the work we do, plus the work that other teams are doing. We have more empathy now. View full review »
Process Manager at a energy/utilities company with 51-200 employees
Unfortunately, we have no measurable ROI yet. I think that there is some, but I couldn't present it to management at this point. View full review »
Manager at a consultancy with 51-200 employees
We just finished a proof of concept with an automotive supplier in Germany where we completed a very rough analysis of about two weeks. We tried, based on the process intelligence approach, to improve the procure to pay process. For example, in this process we identified a quarterly potentially for savings of about €70,000 ($77,000 USD). That's definitely a saving. We also have a customer that started from a blank sheet of paper and now they have an entirely functioning process landscape. This is intangible and not really a money-wise benefit, but they gained a thousand people in the process landscape during half a year. That's amazing. View full review »
Procurement Lead at a tech services company with 10,001+ employees
It is difficult to specify how much money we have saved in Euros, but I can name you as a percentage. I think Euros depends on the volume, but a percentage is determined more by the specific use case. In the case of supplier onboarding, we reduced the time from around six days of onboarding a supplier to a 24-hour service level. View full review »
Head of Business Analysis Design and Engineering at BBC
There has been time saved, definitely. Getting the monetary value requires additional effort in your process capture because, without the measures on that, process capture is very hard to get to the monetary value of return on investments. Time is very easy to prove because I can see that from the number of people that would have been in workshops to capture those processes initially and how many times we would have been around that same scenario to do that. However, to get to specific use cases, you need to have the measures around those processes captured at the same time, so that's another degree of capture that you wouldn't have necessarily done in the original process capture, but it's fine. It's doable and then you can get to the monetary value, but we have not done that. View full review »
Process Engineer at Swissgrid
Measuring ROI is quite a complex thing, which is probably the main reason why we don't currently do it. My gut feeling is that we have realized ROI because the license is not too expensive. View full review »
Tiger Pillay
Manager at a financial services firm with 10,001+ employees
As far as return on investment we've saved cost simply on the licensing. The ability to implement our future plans, which may have been hindered with other solutions, gives us a competitive advantage. In actual dollar amounts, that is impossible to value and much of the realization of the return will come in the future. View full review »
Operations Change at Morgan Stanley
This is the kind of question my boss would ask me. He said, "What's the ROI?" I would tell him that the ROI will be in the future. We've had a couple of examples where people have told us that this is what they needed. It gives them the visibility that they didn't have. It is still in the early days, though. View full review »
Managing Director at Andrew Lim Consulting
No comments as I was not involved in the commercial negotiation. View full review »
Senior Compliance Manager and IT Systems at Tui
Signavio is not a strategic investment in the company. It's more for us and improving our work environment. It's a tool used to assist us in the documentation, knowing what to do and in the sharing of information. These are the benefits that this solution provides. It's not an investment in the monetary sense, but the investment is to have a tool that we can use to become better in our process and especially in finding software. For example, when you know your processes, you know what you want then it's easier to look for different software to suits your needs. View full review »
Head of Global Operation Excellence at a media company with 1,001-5,000 employees
It is too early to see ROI, but for some processes, I am able to see how much and what kind of waste there is. It is my job to eliminate waste, and although I cannot say how much money will be saved or earned, it will help with my job. View full review »
Process Advisor at Statnett
I am not involved in the financial side of Signavio, but I would guess there has been a return on investment. You have to look at. Without Signavio where would we have been? Signavio turned out to be a simple and more cost-efficient solution. View full review »
Direct Business Process Management at Coca-Cola European Partners
We also discussed how we can explain the use case for Signavio but it's really just that the people use it. We actually have around 5,000 process models in the tool and we only started with the real usage of the tool at the beginning of the year. They really use it in their projects to maintain the processes. It is the best indicator that there is a good investment if you have a lot of users, especially if they also create data in the tool. View full review »
Business Process Manager at Chal tec
There is a saving in time by using the Workflow Accelerator because we have made the process leaner. View full review »
IT Consultant in House at Interseroh proserv gmbh
We don't measure ROI so I cannot say. View full review »
Team Leader Business Process Management at Laepple AG
It is difficult to say what we have realized in terms of cost improvements, but I can say that using this solution has saved us time. View full review »
Group Accountant at HUGO BOSS
We have definitely realized ROI by using this Signavio. Firstly, it enables process thinking across the whole company. It is also very good for knowledge transfer when you have documented your processes and when, for example, a new employee comes and you can show them your processes. It is really good for big-picture thinking. View full review »
Find out what your peers are saying about Signavio, Software AG, Microsoft and others in Business Process Design. Updated: February 2020.
399,540 professionals have used our research since 2012.