The focal point of the next generation of process management will be people-centric, innovation-oriented, GRC enhanced, module-designed, with a broad vision of transforming to the real-time, extensible enterprise.
Process views are useful in managing business transformation by digging through the “executable knowing “how.” Simplistically, processes originate from the business desire to do work, improve value and margins, etc. But in practice, how to enhance process effectiveness, agility and drive transformative change smoothly.
Harness mutual respects between organizational design and business process management for leading effective business transformation: In face of increasing pace of changes and frequent disruptions, organizations today cannot be organized only using the mechanistic paradigm that resulted in bureaucracies. They need to improve business fluidity, flexibility, and overall organizational fit by continually tuning underlying structures and processes. In practice, most organizations today retain business unit structure with no real process owner of the end-to-end process, making it difficult to consolidate or redesign processes. That creates business friction and makes the organization inflexible to change. The obvious consideration for improving business agility is the existing organization structure and how this aligns with the process hierarchy, as well as how to harness mutual respects between processes and structures.
The emergent digital platforms and collaboration tools enable organizations to develop “hybrid structures” with a good mix of formal structure and informal structure and design goal-driven processes to enforce business alignment, integration and innovation. To make a seamless paradigm shift, the business processes should get smarter by being goal-oriented, dynamic, and people centric as they bend with circumstances to best meet objectives rather than inflexibly enforcing procedures despite circumstances. They are optimized to support people, stretching up the business systems by tightening coordination and collaboration with business partners and engaging the workforce to accelerate changes and foster innovation.
Optimize the process design with advanced analytics capabilities: In order to operate a real time intelligent business, processes shouldn’t be dumb. Intelligence process is the process by which information is converted into intelligence and made available to users. Developing or having an intelligent process is about design and construction with built in checks, rules, feedback and all those things internal to the process itself, as well as its behavior. Such a smart process needs to have dynamic aspects to it and it is rigorous. It has a certain level of analytics capabilities to handle ad-hoc and exceptional matters smoothly and it ‘knows’ enough to be able to deal with failures effectively. There are sorts of process intelligence which implies information & feedback, programmability/adaptability incorporated in these processes to make it smart enough to adapt to change proactively.
Thus, both process intelligence and intelligent processes are crucial to build a smart business. In fact, process analysis and design are the ongoing scenario to improve organizational competency. An organization with fine-tuned lightweight business processes allows information and idea flow to get nurtured and turn into business value, harness cross-functional communication, and mass collaboration, to create business synergy. Analysis is conceptual, describes the problem, by articulating what is done or what is needed; and what can be done for existing or for future "to-be" processes. Process design is logically describing a solution about how it is or will be done - refresh these core business processes to make sure the changes are not only predicted but also fully prepared. The point is that the organizations should spend time on optimizing processes by getting the business engagement and sponsorship right in order to enhance people-centricity and deliver award-winning high performance.
Revitalize the regulation change, GRC enforcement into processes: Either tuning a process, building dynamic business capability, or running a great business, the journey should always start with the problem. One of the first questions is always what the problem you are trying to solve is. Governance is an important discipline to help you improve business effectiveness by identifying and prioritizing real problems which need to be solved. Technically, for the mapping process to be the starting point to begin governance in an organization, it will take some time as process mapping is a long process. The value proposition of good governance, and compliance should be integrated into key processes, within and across operations not siloed off in a box, to ensure business are running in the right direction smoothly.
Businesses make continuous change and transformation. Things can be a business process improvement and business drivers including improvements to areas of the business have a direct customer impact. There are often disruptive processes or technologies that need some relaxation of the old governance models during the changeover. It makes sense to have governance processes that are more lightweight, continuous, and that focus more on results rather than detailed plans. Efficient governance mechanisms embedded into core processes can be used to raise visibility and awareness for many things that are captured at the working group levels of the organization, and bring them in front of leadership for getting enough attention and managing risks on time and improving organizational agility.
Today’s process management still focuses on control and the problem at hand, a tendency toward tunnel vision. To improve organizational operational excellence and drive transformative changes, process management is a key factor for business success in the current dynamic and competitive environment. Of course, there are some challenges to adopt it right. Otherwise, it will fail to meet a high expectation for it. The focal point of the next generation of process management will be people-centric, innovation-oriented, GRC enhanced, module-designed, with a broad vision of transforming to the real-time, extensible enterprise.
Harness mutual respects between organizational design and business process management for leading effective business transformation: In face of increasing pace of changes and frequent disruptions, organizations today cannot be organized only using the mechanistic paradigm that resulted in bureaucracies. They need to improve business fluidity, flexibility, and overall organizational fit by continually tuning underlying structures and processes. In practice, most organizations today retain business unit structure with no real process owner of the end-to-end process, making it difficult to consolidate or redesign processes. That creates business friction and makes the organization inflexible to change. The obvious consideration for improving business agility is the existing organization structure and how this aligns with the process hierarchy, as well as how to harness mutual respects between processes and structures.
The emergent digital platforms and collaboration tools enable organizations to develop “hybrid structures” with a good mix of formal structure and informal structure and design goal-driven processes to enforce business alignment, integration and innovation. To make a seamless paradigm shift, the business processes should get smarter by being goal-oriented, dynamic, and people centric as they bend with circumstances to best meet objectives rather than inflexibly enforcing procedures despite circumstances. They are optimized to support people, stretching up the business systems by tightening coordination and collaboration with business partners and engaging the workforce to accelerate changes and foster innovation.
Optimize the process design with advanced analytics capabilities: In order to operate a real time intelligent business, processes shouldn’t be dumb. Intelligence process is the process by which information is converted into intelligence and made available to users. Developing or having an intelligent process is about design and construction with built in checks, rules, feedback and all those things internal to the process itself, as well as its behavior. Such a smart process needs to have dynamic aspects to it and it is rigorous. It has a certain level of analytics capabilities to handle ad-hoc and exceptional matters smoothly and it ‘knows’ enough to be able to deal with failures effectively. There are sorts of process intelligence which implies information & feedback, programmability/adaptability incorporated in these processes to make it smart enough to adapt to change proactively.
Thus, both process intelligence and intelligent processes are crucial to build a smart business. In fact, process analysis and design are the ongoing scenario to improve organizational competency. An organization with fine-tuned lightweight business processes allows information and idea flow to get nurtured and turn into business value, harness cross-functional communication, and mass collaboration, to create business synergy. Analysis is conceptual, describes the problem, by articulating what is done or what is needed; and what can be done for existing or for future "to-be" processes. Process design is logically describing a solution about how it is or will be done - refresh these core business processes to make sure the changes are not only predicted but also fully prepared. The point is that the organizations should spend time on optimizing processes by getting the business engagement and sponsorship right in order to enhance people-centricity and deliver award-winning high performance.
Revitalize the regulation change, GRC enforcement into processes: Either tuning a process, building dynamic business capability, or running a great business, the journey should always start with the problem. One of the first questions is always what the problem you are trying to solve is. Governance is an important discipline to help you improve business effectiveness by identifying and prioritizing real problems which need to be solved. Technically, for the mapping process to be the starting point to begin governance in an organization, it will take some time as process mapping is a long process. The value proposition of good governance, and compliance should be integrated into key processes, within and across operations not siloed off in a box, to ensure business are running in the right direction smoothly.
Businesses make continuous change and transformation. Things can be a business process improvement and business drivers including improvements to areas of the business have a direct customer impact. There are often disruptive processes or technologies that need some relaxation of the old governance models during the changeover. It makes sense to have governance processes that are more lightweight, continuous, and that focus more on results rather than detailed plans. Efficient governance mechanisms embedded into core processes can be used to raise visibility and awareness for many things that are captured at the working group levels of the organization, and bring them in front of leadership for getting enough attention and managing risks on time and improving organizational agility.
Today’s process management still focuses on control and the problem at hand, a tendency toward tunnel vision. To improve organizational operational excellence and drive transformative changes, process management is a key factor for business success in the current dynamic and competitive environment. Of course, there are some challenges to adopt it right. Otherwise, it will fail to meet a high expectation for it. The focal point of the next generation of process management will be people-centric, innovation-oriented, GRC enhanced, module-designed, with a broad vision of transforming to the real-time, extensible enterprise.
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