Process Management with AI-BPMN via Genius Platform
Executive Summary
A large educational institution faced long and manual process redesign cycles, with high dependence on traditional consulting and low capacity to scale operational improvements to all its units. The conventional mapping method required between 40 and 80 hours per process, resulting in workflows that often replicated the past without resolving real bottlenecks.
The main pain point was the slowness in transforming dispersed knowledge into optimized processes, combined with human subjectivity in analyses and the difficulty in identifying innovations that aligned workflows with the institution's strategic goals.
Using the Genius platform and the IA-BPMN methodology, the project automated process discovery, mapping, and redesign with artificial intelligence. Specialized agents (Turingbots) extracted knowledge from recordings and documents, generated BPMN diagrams automatically, and proposed optimized future state (TO-BE) workflows.
The result was an 87.5% reduction in process operation time — from up to 80 hours to just 10 hours — with full traceability, native governance, and the ability to scale efficiency to all educational units without increasing headcount.
The Challenge
The educational sector operated with traditional process management methods that proved inadequate given the complexity and volume of operations of a modern institution. The transition from the current state to the future state was an expensive, slow, and error-prone process.
Slow redesign cycles: The traditional method consumed 40 to 80 hours per process, making the systematic review of all operational flows unfeasible. What should have taken weeks consumed entire semesters.
Replication of the past without innovation: The difficulty in identifying improvement opportunities meant that new workflows merely reproduced old practices, without resolving performance bottlenecks or aligning with strategic goals.
Subjectivity and human dependence: The quality of analyses depended on manual transcriptions and the individual interpretation of each consultant, generating ambiguities and inconsistencies between processes.
Unscalable cost: Each optimized process required the same level of investment in consulting hours, making it impossible to expand operational improvement to all educational units.
The Solution
The approach adopted used the Genius platform as an orchestrator for the entire process redesign lifecycle, applying artificial intelligence at each critical stage. The IA-BPMN methodology acted as the engine that interprets design discussions and converts them into implementation-ready artifacts.
Genius in action: Process Management with IA-BPMN
Phase 1 — Discovery
The discovery phase focused on automatic knowledge extraction from raw materials, eliminating dependence on manual transcriptions and capturing information that would go unnoticed in conventional analyses.
Natural Language Processing (LLMs): Knowledge extraction from videos, recordings, and design meeting transcripts, identifying idealized workflows and implicit requirements.
Ideal Workflow Discovery via Genius: AI directly intervened in the analysis of documents and recordings, extracting crucial information about the workflow idealized by the business.
Phase 2 — AS-IS Mapping
With the extracted knowledge, the Genius platform automatically generated documentation of the current state of processes, eliminating hours of manual writing.
Automatic BPMN diagram generation: Instant creation of BPMN diagrams and code from documents and prompts, structuring activities, roles, business rules, and decision points.
Structured consolidation: Automation of discussion consolidation into structured models and visual diagrams, freeing up specialists for validation.
Phase 3 — Gap Analysis and TO-BE Proposal
Specialized AI agents (Turingbots) were employed to identify bottlenecks, propose optimized workflows, and design new system architectures aligned with strategic goals.
Turingbots for gap analysis: Precise identification of obsolete steps, unnecessary manual approvals, and data redundancies between departments.
TO-BE workflow proposal: Generation of optimized process models with new business rules and technological integrations that drive strategic value.
Phase 4 — Change Management Roadmap
The final phase consolidated the results into a structured implementation plan, ensuring the sustainability and continuous evolution of the new processes.
Roadmap prioritized by Value x Urgency: Presentation of a change management roadmap prioritized according to business area needs.
KPIs and adoption plans: Consolidation of performance goals and adoption plans to ensure that new processes are sustainable, monitorable, and continuously evolving.
Results
The implementation of the IA-BPMN methodology with the Genius platform radically transformed the institution's operational capacity. The elimination of obsolete steps and the automation of documentation resulted in a new direct workflow, without unnecessary manual approvals and without data redundancies between departments.
The contrast between the traditional method and the AI approach is significant: process operation time dropped from 40–80 hours to just 10 hours, an 87.5% reduction. With this, the institution began to review in one week what previously took a semester. Human subjectivity was eliminated, ensuring full traceability and native compliance. Furthermore, the cost to optimize the 1st or the 100th process became practically the same, allowing operational efficiency to scale to all units without an increase in administrative headcount.
Metric | Result |
|---|---|
Reduction in process operation time | 87.5% (from 40–80h to 10h) |
Elimination of obsolete steps | New direct and lean TO-BE workflow |
Traceability and governance | End-to-end real-time audit |
Operational scalability | Marginal cost: 1st = 100th process |
Strategic impact | Managers focused on student excellence |
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