Digitising processes in many businesses does not begin with choosing a tool, but with an organisational task: what exactly should improve in day-to-day work? This article addresses the search intent behind “digitising processes” directly and shows you a structured path from the initial analysis through to the right implementation decision. It is aimed at managing directors, IT managers, specialist departments and project leads weighing up standard software, extending existing systems and bespoke software.
You will get:
- a practical approach,
- typical decision criteria,
- guidance on the next sensible steps.
The tone is deliberately neutral. Not every process needs its own software, but not every standard solution is a good long-term fit for established ways of working. If you would like to explore the topic in more depth afterwards, you can find more here: Having software developed: how to go about it.
1. Understand the process first, do not start by looking for a tool
If you want to digitise processes, the first thing to clarify is which specific workflow should be improved and what problem it is currently causing. Common triggers include breaks between media, duplicate data entry, a lack of transparency or long turnaround times. As long as the actual problem has not been clearly identified, the search for a solution quickly turns into nothing more than a search for a tool.
In practice, it helps to document the current workflow briefly with everyone involved. This should cover above all:
- what triggers the process,
- the individual steps,
- key decisions,
- the roles involved,
- the systems used,
- and the final outcome.
Defining the scope is just as important. In most cases, it does not make sense to try to digitise an entire business area all at once. It is often better to focus on a clearly defined core process where the benefits, risks and open questions remain manageable.
It is also helpful to ask how exactly an improved process would later be recognised in practice: less manual work, fewer errors, faster processing or consistent data. This clarity prevents analogue weaknesses from simply being transferred into a digital interface.
If requirements are still vague, a structured document can help turn expectations into a reliable working basis. A suitable next step is to look at a structured example of requirements.
2. Check whether standard software is enough or whether bespoke software makes sense
After the analysis comes the fundamental question of whether an existing standard solution covers your needs sufficiently or whether bespoke software would be more suitable. This is often the point at which it becomes clear whether you will adapt your workflows to a product or the software to your process.
A standard solution is often suitable if your workflows are largely typical for the industry and your business can work within predefined processes. This is particularly practical when only a few special requirements need to be taken into account.
Bespoke software becomes more relevant when:
- your workflows are especially specific,
- several systems need to be connected,
- standard functions can only represent the process through workarounds,
- or the solution is intended to be expanded step by step.
Existing systems also play an important role. Not everything always has to be replaced. It is often more sensible to extend existing applications or integrate them in a targeted way. An interface connects two systems so that data is transferred automatically instead of by hand. If this is a key point for your project, it is worth looking at planning data synchronisation.
Decision-makers should therefore not compare lists of functions alone. More important are the actual fit with the workflow, how easily the solution can be changed and the follow-on costs caused by manual workaround processes. If you would like to explore the comparison between external implementation and a structured project start in more depth, you can find more in the article on taking a structured approach to software development.
3. Organise requirements, data and stakeholders properly at an early stage
Once the direction is clearer, you should separate requirements properly. A structure based on business, organisational and technical aspects has proved its worth. This makes it easier to see what really belongs to the process, what relates to coordination within the business and what depends on existing systems or later operation.
This includes, for example:
- business requirements: what the process is meant to achieve,
- organisational requirements: roles, approvals and collaboration,
- technical requirements: systems, access and the operating framework.
The data perspective is particularly important. Clarify early on where data originates, who maintains it, which information is duplicated and which data needs to be available in several applications. In practice, digitisation projects often fail not because of screens or forms, but because different systems involved hold different versions of the data.
If existing applications are to remain in use, it should therefore be documented for each important data type which system is the leading one. Only then can you sensibly plan how information will be exchanged or kept in sync. This point merits a separate look at synchronisation between applications.
Topics such as data protection, retention, access rights and accessibility may also be relevant. If legal requirements arise from these, they should be reviewed with data protection officers or legal advisers.
The aim is a well-organised catalogue of requirements that reduces misunderstandings and prepares the ground for implementation. If you have already gathered material for this, a project check can help turn it into a reliable project brief.
4. Design the right solution in concrete terms and start small
Before you develop or introduce a solution, it should take shape as a business concept. This does not mean detailed technical planning, but a clear description: which user groups are there, what tasks do they carry out and which steps will in future be digital? Only once this view has been described properly can you assess what really needs to be included at the start.
It helps to divide things simply into two groups:
- must-have requirements for the first meaningful use,
- later enhancements that are useful but can be postponed.
A small, clearly defined start reduces project risks. At the same time, it produces reliable feedback from day-to-day work more quickly, instead of locking in too many assumptions in advance.
For some projects, a prototype is worthwhile before the actual implementation. A prototype is a simplified preliminary version used to test assumptions before the full solution is built. This allows usability, process logic or acceptance to be checked at an early stage. Whether an early draft can be useful depends above all on the complexity of and uncertainty within the process.
If employees work on the move or capture data directly on site, it should also be clarified early on whether a web application is sufficient or whether an app is the better option. This decision affects usability, the usage context and the sensible scope of the initial project.
5. Consider implementation, operation and further development from the outset
If you digitise processes, the project does not end when the solution goes live. It must run reliably in day-to-day use, take on board feedback from users and be capable of further development where needed. That is why, even before the project starts, it should be clear:
- who prioritises changes,
- how feedback is collected,
- and how new requirements feed into further planning.
As soon as several devices, locations or external partners are involved, stable operation becomes more important. Cloud operation means that applications and data run in a professionally managed online infrastructure rather than solely on a local server. Whether that makes sense for your project depends among other things on usage, access requirements and the operating model. For more detail, see the articles on cloud hosting and infrastructure and on using a cloud database.
Permissions, data backup and technical updates are just as important. For this, ballmüller solutions relies on current Microsoft technologies such as .NET, SQL databases, Microsoft Azure, Microsoft 365 and Entra ID, as well as automated tests and CI/CD in Azure DevOps. CI/CD refers to automated processes that allow changes to be checked and deployed in a controlled way.
AI functions can also be useful in certain processes, for example for searching company knowledge, assistants or reading information from documents. For this, ballmüller solutions uses Azure OpenAI in the Microsoft Cloud. You can find an overview of typical services relating to development, hosting and operation collected in one place.
Frequently asked questions if you want to digitise processes
How can I tell whether I should digitise a process or simplify it organisationally first?
If a workflow already contains unnecessary loops, duplicate work or unclear responsibilities, it should first be simplified before digitisation. Otherwise, a weak process is merely carried out faster, not better. A good sign that organisational clarification is needed is when those involved describe the same workflow differently or when decisions depend heavily on individual knowledge.
So first check:
- Where do waiting times arise?
- Which steps are really necessary?
- Where is the same information recorded more than once?
- Which decisions are not clearly defined?
Only once the core process is understandable and sensibly scoped does it make sense to decide on implementation.
When is standard software enough, and when is a bespoke solution more suitable?
Standard software is usually suitable when your workflow is largely conventional and you can work well with predefined structures. A bespoke solution becomes more interesting when processes are especially specific, existing systems need to be connected or the solution needs to grow step by step with your requirements.
For an initial assessment, the cost calculator: rough cost range for a software project in six questions is often enough. If you would like to see what types of project have been delivered, you can find impressions under Reference projects and client testimonials.
What role do interfaces play when several systems are involved?
Interfaces are often crucial as soon as data is not created in just one system. They ensure that information is transferred automatically instead of being copied by hand. What matters here is not only the technical connection, but above all the business question: which system is the leading one for which data?
If this is not clear, duplicate datasets, queries and manual corrections quickly arise.
Should we start with a large overall project or with a small, clearly defined process?
In many cases, a small start makes more sense. A clearly defined process makes the benefits, open points and feedback visible more quickly. This reduces the risk of having to make assumptions in many areas at once. A larger overall project can follow later once the first stage has proved workable in day-to-day use.
How can AI functions be integrated meaningfully into digital processes?
AI is particularly useful where content needs to be searched, summarised, categorised or extracted from documents. It makes sense when it supports a specific work step rather than simply running alongside as an extra feature. The benefit should also be clear for notifications, for example in combination with push notifications in the process.
If you would like to discuss a project, contact and a no-obligation initial consultation is a good next step.
6. How to move from an idea to a reliable project start
A clear five-step approach helps create a reliable start:
- Initial meeting covering requirements, expectations and a rough estimate of effort
- Concept and design with cost estimate
- Development with regular coordination
- Quality assurance and go-live
- Support and further development
How helpful this preparatory work can be is shown by a project example from ballmüller solutions: in one web platform, local authorities manage their sewer network, its condition and planned measures in one place.
For an initial assessment, the cost calculator is a good fit. If you already have a description or a requirements specification, the project check is a sensible next step. For a no-obligation initial meeting via Microsoft Teams, you can get in touch.