I've now retired from industry and am running my own project to try and solve a problem I've seen throughout my career.

When attempts to define AS-IS process maps are initiated (e.g. as part of a BPM project) they often start from the premise that the AS-IS maps are needed for TO-BE analysis, so it's not surprising that it can be difficult to get timely, essential user input - the 'whatever' syndrome. That's why there are so many reports of AS-IS mapping either failing or being bypassed. The trouble is they are a vital input to an effective business-focussed BPM project, or indeed to other business change initiatives.

Instead AS-IS mapping exercises could start from the premise that building the maps with users and publishing them for day-to-day operational use can deliver ongoing business benefits. In this day and age that would require the maps to be published as an online network of interconnected web pages, ideally with the maps drawn using whatever tool the business already uses as standard in order to minimise spend and disruption. I now have a pretty good minimum viable product that meets those requirements.

Rather than being technology-led the exercises could be business-led, the aim being to focus all efforts throughout on establishing the necessary business ownership and maintenance. The approach could be to work with users such that they prefer navigating the maps to reading the previous documentation, refer to them more frequently, and contribute to their ongoing refinement.

The business should then be in a position to carry out any TO-BE analysis and publish the relevant TO-BE maps. Selected processes could then be migrated to BPM as and when required. Intuitive maps for all processes would be the company standard, and usage would be monitored and encouraged for ongoing operational benefits and continuous improvement.