How to get real value from Business Processes in each organisation?
1. Create transparency
Ensure that all relevant business processes are identified, described and documented. This also implies a consistent repository and clear numbering system.
2. Invest in communication and training
The process performers - those who execute every single workflow step - have to be trained and enabled. Sounds simple, but can be quite a challenge, especially in large and dynamic organizations.
Tip: Plan a fixed budget for training.
3. Fix the process objectives
Every process has an unambiguous objective that should be decided upon and communicated to all process stakeholders. Sad enough, this is often not the case! Only with a clear objective it is possible to measure the performance and overall success of the process.
4. Assign process owners
Every process needs an owner. Those are people responsible for the achievement of process objectives and realisation of improvements. A sustainable process management is impossible without appointed process owners.
Tip: It is essential that the individual objectives of process owners are reflected in the organization's reward and incentive systems.
5. Focus on process implementation and real execution
Any business process can contribute to the achievement of organization's objectives only if it is really executed. Sounds simple, but here is the main weak point of operations management. Real process execution means leaving the PowerPoint universe and digging into real life of the people in the trenches. All investments into process management are waste of money and effort if the processes are not "lived" as intended.
Tip: Conduct interviews with process performers to find out how they actually execute the process. You may be surprised by the outcomes!
6. Ensure the right order: First ensure execution, then optimise
Don't make the second step before the first. Many organizations optimise processes that do not exist in reality (i.e. they are not really executed by the people, see topic 5). That is pure waste of time and money. Ensure the real process execution first and then do the optimisation. (Or change the process when you realise that it does not work in reality.) The right order does not only save time and money but generates higher employee satisfaction.
7. Consider the organization's process maturity
Organizations are on different levels with respect to business process management. Pay attention when planning the implementation of the new approach. For instance, there is no effect in fixing process objectives as long as there are no process owners assigned. Employees can become frustrated (and customers dissatisfied) if you drive compliance without clear definition and communication of business process standards. That was a real case in a company assessed by the author. Do it better and develop the organization's process maturity step by step.
Tip: The leadership team should make clear which scope of business process management it wants to see implemented within which time period.