Process management is more as a business management philosophy and a holistic management practice to enhance process logic and coherence.
Process management is more as a business management philosophy and a holistic management practice to enhance process logic and coherence. It requires senior management understanding and strategic involvement, the business management should understand crucial workflow processes to keep optimizing business capacity, operational model, and overall organizational competency.
Process robustness: Process is one of the important elements in keeping business functioning. Business processes become more dynamic, goal-driven and people-centric for adapting to the changing environment. The robustness of process means that there is robustness of loyal users, usually enabling innovation, empowering employees, and delivering measurable business results. Robust process may take out of box thinking, one needs to step outside the process domain to think about robustness.
Robust process means a set of connected things or parts forming a complex whole, or a set of things working together as interconnecting parts of a mechanism to build business capabilities. The robust process also means that there's risk management embedded into the process, to make the process and business as a whole more resilient. Robustness takes more than a single process owner, everyone has a vested interest, it usually means the whole organization and not some silo or functional entity either.
Process flexibility: Digital era upon us is about people-centricity, organizations need to understand whether their processes are commoditized or intimate vehicles for "sensing" the external customer environment and internal employee environment. In creating an "outside-in” people-centric business, it is a question of re-engineering, reinventing, and it requires cross-disciplinary efforts. From the outside-in viewpoint, the customer is the focal point; from inside-out, employees are the key. Engage employees, listen to customers, and involve them in both idea generation and process implementation, to gain insight and empathy.
Process management comes from the need to develop repeatable sequences of activities that are reliable because it makes sense to think about the process with a set of activities that you are going to repeat. An organization with fine-tuned lightweight business processes allows information and idea flow, refine them into business value, harness cross-functional communication, and mass collaboration, to build business competency and create business synergy. In order to improve business flexibility, limited hierarchy with some “unstructured processes” as the digital normality works best to build a creative environment
Process consilience (coherence + resilience): Processes are essential to make a business “functional.” Without process thinking, organizations are segregated items without any interaction with their environment to make things happen. Logic plus consistency lead to coherence. Process design is logical-how it is or will be done - describes a solution. The degree of business process coherence decides how flexibly the organization can adapt to business dynamics and how innovatively it can drive progressive changes.
Process is ineffective without people. Process coherence can foster people-centricity. Where processes are overly static or rigid, people do not have a hands-on relationship to process, a culture of conformity replaces innovation and the process becomes stagnant very quickly. In order to improve business coherent, intelligent, resilient, it’s also important to do comprehensive process analysis - what is done, what is needed, describe the problem, and what can be done for existing "as-is" processes - what is done; or for future "to-be" processes - what is needed. The goal is to improve process intelligence, build a management framework for refining and optimizing processes and information interactions at various levels of an enterprise for shaping a set of differentiated competencies to enable strategy management.
The process oriented perspective enables the business management to make continuous improvement such as system optimization, process streamlining, cost reduction, business lubrication, innovation enhancement, etc. The challenge that many organizations have is how they move from tuning a few processes to managing a healthy portfolio of processes and changing the management approach to improve business effectiveness, efficiency, and people-centricity.
Process robustness: Process is one of the important elements in keeping business functioning. Business processes become more dynamic, goal-driven and people-centric for adapting to the changing environment. The robustness of process means that there is robustness of loyal users, usually enabling innovation, empowering employees, and delivering measurable business results. Robust process may take out of box thinking, one needs to step outside the process domain to think about robustness.
Robust process means a set of connected things or parts forming a complex whole, or a set of things working together as interconnecting parts of a mechanism to build business capabilities. The robust process also means that there's risk management embedded into the process, to make the process and business as a whole more resilient. Robustness takes more than a single process owner, everyone has a vested interest, it usually means the whole organization and not some silo or functional entity either.
Process flexibility: Digital era upon us is about people-centricity, organizations need to understand whether their processes are commoditized or intimate vehicles for "sensing" the external customer environment and internal employee environment. In creating an "outside-in” people-centric business, it is a question of re-engineering, reinventing, and it requires cross-disciplinary efforts. From the outside-in viewpoint, the customer is the focal point; from inside-out, employees are the key. Engage employees, listen to customers, and involve them in both idea generation and process implementation, to gain insight and empathy.
Process management comes from the need to develop repeatable sequences of activities that are reliable because it makes sense to think about the process with a set of activities that you are going to repeat. An organization with fine-tuned lightweight business processes allows information and idea flow, refine them into business value, harness cross-functional communication, and mass collaboration, to build business competency and create business synergy. In order to improve business flexibility, limited hierarchy with some “unstructured processes” as the digital normality works best to build a creative environment
Process consilience (coherence + resilience): Processes are essential to make a business “functional.” Without process thinking, organizations are segregated items without any interaction with their environment to make things happen. Logic plus consistency lead to coherence. Process design is logical-how it is or will be done - describes a solution. The degree of business process coherence decides how flexibly the organization can adapt to business dynamics and how innovatively it can drive progressive changes.
Process is ineffective without people. Process coherence can foster people-centricity. Where processes are overly static or rigid, people do not have a hands-on relationship to process, a culture of conformity replaces innovation and the process becomes stagnant very quickly. In order to improve business coherent, intelligent, resilient, it’s also important to do comprehensive process analysis - what is done, what is needed, describe the problem, and what can be done for existing "as-is" processes - what is done; or for future "to-be" processes - what is needed. The goal is to improve process intelligence, build a management framework for refining and optimizing processes and information interactions at various levels of an enterprise for shaping a set of differentiated competencies to enable strategy management.
The process oriented perspective enables the business management to make continuous improvement such as system optimization, process streamlining, cost reduction, business lubrication, innovation enhancement, etc. The challenge that many organizations have is how they move from tuning a few processes to managing a healthy portfolio of processes and changing the management approach to improve business effectiveness, efficiency, and people-centricity.
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