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