| There are many ways to design and implement | | | | efficiency cannot be improved unless the |
| business processes in an organisation. All of them | | | | effectiveness of processes is ensured. |
| have one hard and cold truth in common: the | | | | Efficiency-raising measures for non-executed |
| business objectives are only achieved if the | | | | processes can be disastrous for business operations. |
| processes are really executed as intended. Many | | | | Would you push the accelerator of a car lacking |
| process implementations, however, stop short of | | | | wheels and then wonder why it did not move |
| going live. What are the success factors for real | | | | forward? Idea: First check if process execution is |
| process execution and a good return on investment? | | | | effective. Then increase the efficiency. |
| The following topics appear to be simple, and yet, | | | | 5. Incentives and processes Reward systems are |
| organisations often ignore them. | | | | always stronger than process management practices! |
| | | | If process targets conflict with personal incentives, |
| 1. Nothing is what it seems! Leave the universe of | | | | every individual in the organisation will still act |
| slide shows and process tools! The reality is different | | | | according to the latter. The challenge is even double |
| - always and everywhere. Create practical measures | | | | if the responsibilities for reward systems and for |
| for the transformation of concepts into reality right | | | | process management are in different silos: HR and |
| from the beginning. As easy as this seems to be, the | | | | operations management.Idea: Always ensure that the |
| "real reality" is often neglected. | | | | reward system is aligned with process goals. |
| 2. IT and business processes The implementation of | | | | 6. Sustainability No process execution is there for |
| an IT tool or system does not change any process | | | | eternity. It might deteriorate with the change of |
| by default. In fact, people often find creative ways | | | | people, systems, tools, or organisational structure. It |
| to work around IT systems that do not match their | | | | is thus essential to create a governance model for |
| needs. Never forget: People are smart enough to find | | | | continuous process execution and process fidelity. |
| efficient process execution paths to bypass | | | | This governance model should include structured |
| unsuitable IT systems. | | | | interviews with people working in the process - and |
| 3. Process performance measurement and process | | | | not only with managers and department heads. |
| execution Even the most sophisticated process | | | | 7. Process fidelity can be managed! With the right |
| performance indicators show only a part of the | | | | governance model and continuous reality checks, |
| process reality. Manual process steps - often | | | | process compliance can be ensured in each |
| numerous - are hard to measure. The way they are | | | | organisation. An effective approach must be |
| executed is hardly captured by automated systems. | | | | independent from any IT system and reach out to |
| Idea: From time to time, ask your people "in the | | | | the frontline people in respective organisational and |
| trenches" how they execute specific process steps. | | | | geographical units. And more: it should be structured, |
| The answers are often surprising. | | | | systematic, and continuous - an efficient business |
| 4. Effectiveness before efficiency Real process | | | | process itself. |