Touring Club Switzerland (TCS) – From Isolated Process Islands to an Integrated Process Landscape

The Touring Club Switzerland (TCS) faced a common challenge for large, decentralized organizations. Over the years, different departments had maintained their processes in a variety of formats and tools, including Visio diagrams, PDFs, and specialized applications. While processes were documented, they remained fragmented and difficult to access. With the introduction of the BPM suite ADONIS and a pragmatic governance approach, TCS achieved real change. Instead of simply transferring processes on a technical level, they were methodically consolidated, visualized, and linked to risks and key figures.

Find out how TCS transformed a collection of isolated solutions into a unified process landscape – and which measures proved most effective.

With around 1.5 million members, the Touring Club Switzerland (TCS) is the country’s largest mobility association. Like many large organizations, TCS faced the challenge of business and functional units designing their processes separately, each with their own tools and methods. The result was limited visibility, duplicated work, and recurring handover issues.

From a quality and risk management perspective, there was no unified, reliable process map. This gap hindered transparency, limited collaboration, and made project preparation more difficult.

TCS chose ADONIS as its BPM tool and introduced a hybrid operating model.

Key measures at a glance:

• Pilot phase and validation: ADONIS was first tested to ensure it addressed real needs – only what supports daily work is of value.

• Binding guidelines and approvals: Standardized modelling rules, naming conventions, and a structured approval workflow prevented inconsistencies and secured quality.

• Hybrid operating model: The quality management team took on the role of modelling service provider, while decentralized designers in the business units were trained.

• Change support: Training, onboarding workshops, and active facilitation ensured that the new process landscape was both used and maintained.

• Linking instead of archiving: Processes were gradually connected with risks, roles, and documents to create a holistic view and avoid isolated PDF archives.

The introduction of ADONIS at the Touring Club Switzerland (TCS) was more than just implementing a new tool. It marked an important step towards greater transparency and collaboration. A pragmatic operating model and close support from the quality management team were key to this success.

The results speak for themselves:

• Streamlining Processes and Strengthening Collaboration
  Within just a few months, many workflows were migrated into the central system. In the Club division alone, 24 processes were unified and methodically aligned. Points of interaction between departments that were previously unclear are now actively discussed, which helps projects follow well-defined process flows.

• Achieving End-to-End Visibility and Breaking Down Silos
  Processes are no longer limited to individual business units. For the first time, they can be viewed and aligned from start to finish. This has created a shared understanding, fostered cross-departmental collaboration, and laid the foundation for sound decision-making and optimization.

• Integrating Risks and Elevating Quality Management
  By integrating risks and KPIs directly into process models, concrete discussions about risk-mitigating measures began at an early stage. Quality and risk management are no longer seen as a mandatory task, but as a valuable management instrument.

• Driving Efficiency through Smart Linking
  Updates only need to be made once and are applied automatically across all models. This saves time and minimizes errors, making work noticeably more efficient.

One key to success was the methodological support of the quality management team. They helped departments with modelling and, more importantly, showed the practical benefits in daily work, which secured lasting acceptance.

The roll-out at TCS is being carried out in deliberate stages. After the Assistance and Club divisions successfully modelled their processes in ADONIS, Finance, HR, and Communications are now following.

Next on the agenda is tighter integration of measures and controls. The goal is seamless tracking from risk identification all the way through to the implementation of actions. Upcoming features such as video documentation, role-based views, and AI assistance will further simplify usage and help overcome language barriers.