5 Mistakes in Process Management
5 Mistakes in Process Management
When I see the media reporting a fact, I notice how almost always based information on unconfirmed data and sources without knowledge, then assume a hypothesis providing the public as news, yet the truth and context are often irrelevant for urgency of the scoop.
A similar event occurs in the data collection and subsequent design of a process: the trouble making the right connections, find the key sources and the sense of urgency that prevail when factors are lack of planning and lack of a strategy are proxies of a process solution.
If your organization is to improve the likelihood of success through the improvement and process management, consider avoiding these five mistakes or blunders may well be negligible as the impact on organizational culture.
1. Focus on silos and not cross-functional processes
What I call my everyday slang bureaucracy in processes called “silos”. It refers to processes tailored climate of a department or area and comply with policies meet the directors and officers but away from making productive business from their duties.
The silos can be identified when:
- Each department has “their” process, “their” policies (SILOS)
- There is little or no communication between them
- The rivalry between departments often struggle “who is the best”
- The objectives are not running organizational strategy
- The client is not the core of the process
2. Leave the KPI for the final
To achieve a goal I must make some baby steps (tasks) to do so, and some of these steps should find some efficiency (KPI) to point to my goal. Translation: I should seek to make flows with thousands of activities that do not create value without first assessing whether the set of these bring me some critical performance indicator, in order to achieve not only efficiency to the client, but also a contribution to future improvements to the process.
3. Basing processes improvement models and not on business objectives
Behind the misinterpretation of a model for improvement is the excuse that “If we do not, we can not certify”; improvement models are guides to good practices identified by process experts from different industries, and point to potentiate the efficiency of the process meet the needs of a business. However, many areas in charge of processes, have so little knowledge of the facts of the organization on how it operates in the business, outlining based solely on the “requirements model” process, moving away from this way any possibility of profitable tasks that run. In short, do not use as a model for improvement process structure.
4. Determine the process from the organizational structure
In short: NO design based on the organizational structure. During the observation and analysis of roles, responsibilities and tasks, not just process improvements but also the needs of authority and responsibility for it are identified, giving a new profile chart. Otherwise, if the organizational structure is taken as a basis, we will get based silos with little chance of improvement processes.
5. Not have an implementation strategy
Like any project, the analysis, design and process improvement should be planned being based on the priorities of the organization address this need. They must have sufficient resources so that the team will be in charge have the tools to achieve the goal that the organization was set in terms of process improvement.
Hope I have been helpful, you have more factors that are identified to be nonsense and that should be taken into account? Share your review. I hope this article has been of interest and utility, if you would like to receive articles like this subscribe by email!