The bigger picture bpm1/25/2024 To have any value, process-based management must support achievement of organizational objectives. Tools and techniques alone won’t create a viral spread of the idea of process-based management. It might be argued that the mindset/toolset emphasis is 80/20, or perhaps even 70/30, rather than 90/10, but it’s certainly not the reverse of any of those. Having the right tools is necessary but nowhere near sufficient for success. Tools, including software, systems, methods, and techniques, are critically important-the full one hundred per cent is needed-but the tools are not the main game. Too often, the focus is on the ten per cent at the expense of the ninety per cent. The unrelenting emphasis is on conscious, cross-functional collaboration-and that is often challenging for individuals and functional units in an organization.Īchievement of effective, sustained, process-based management is ninety per cent mindset and ten per cent toolset. They think beyond the activities described in their own job descriptions to see their roles in the bigger picture of creating, accumulating, and delivering value to customers and other stakeholders via cross-functional processes. In a process-centric organization, all employees are conscious that their roles are to participate in executing a range of processes. Put simply, to ‘do process’, an organization, its people, and their teams need to ‘think process’. Done properly, process-based management is a systemic approach to the relentless pursuit of organizational performance improvement. Process-based management is not achieved and sustained by having the right software and methods, indeed you can probably make it work well with the wrong software and methods.
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