Characteristics of a Process Enterprise: Check List2
Check if your company is
a process-managed enterprise:
Is there as much allegiance to
processes as to functions?
Do your employees internalize process goals?
Do your employees understand how the process is performing?
Does everyone know customer requirements and strive to
Do your employees help manage each other instead of escalating
Do you measure processes objectively – and frequently?
to Building a Process-managed Enterprise
Overcome traditional functional
thinking and obsess about
enterprise business processes (EBP)
create value for your customers.
Make process into a way of life. Create a
process-friendly company by aligning resources,
rewards, and structure around processes.
Establish business process management
system (BPMS) and manage in process terms everything you
do to deliver higher value to your customers and make your company
process ownership and
senior process owners to lead, manage, measure, and improve the
Ensure that every employee understands
how the processes are performing and his or her role in them.
Ensure that everyone knows customer
requirements and strive to meet them.
Develop a culture of
teamwork and shared
responsibility. Ensure that employees help manage each other instead
of escalating conflict.
Set up a
cross-functional team or
process council "so that you
don't replace functional silos with process sewers."1
Measure your processes
objectively – and frequently.
Process Enterprise vs.
In a functional company, no one has overall
responsibility for a process. "Managers are responsible only for a narrow
segment of a process. No one is empowered to create or impose a new process
design, to knock down barriers, and to make the process work as it should...
In innumerable ways, traditional organizations interfere with the ability of
their people to perform process work."1
A process-managed enterprise supports,
employees, encourages their initiative, enables and allows its people to
perform process work. "Process work is work that is
focused on the customer,
work that is directed toward achieving results rather than being an end in
itself, work that follows a disciplined and repeatable design. Process work
is work that delivers the high-level of performance that
customers now demand."1
Yin-Yang of Value Innovation
The process approach rejects the idea that the
relies on luck, such as
on the grounds that it is unsustainable. Your cannot control whether
"lightning will strike, or depend on it to strike regularly. Process
companies seek to institutionalize success by designing
high-performance ways of working. They do not denigrate the talents of
remarkable individuals, but they recognize that all human talent can and
should be leveraged by an overall process. They believe that a company
achieves its highest potential by designing processes that mobilize
rather than depending too much on any single individual, however gifted she
or he may be."1
Balanced Organization: 5 Basic Elements
Creating a Lean Enterprise: 13 Tips
Areas Targeted by TQM in Japan
Processes are what
create the results that your company delivers to your customers. Shift from
functional thinking – i.e. engineering, marketing, finance – to process
thinking is a revolution in thought that leads to business transformation.
Processes represent a new way of thinking about the work of your enterprise.
"The first step in creating a process enterprise is to make the new way of
thinking the norm in the enterprise; everything else will then fall into
Systems thinking "focuses on the whole, not the parts, of a complex system.
It concentrates on the interfaces and boundaries of components, on their
connections and arrangement, on the potential for holistic systems to
results that are
greater than the sum of the parts. Mastering systems thinking means
overcoming the major obstacles to building the process-managed enterprise -
for every business process is a whole system."2...
Balanced Business System
Innovation: 7 Areas
Process Ownership and
Every process in a
process-managed enterprise requires a process owner – a
"responsible for ensuring that the entire process keeps flourishing on an
end-to-end basis, from start to finish, over and over."1
Actually, everyone involved in performing a process "should "own" the
process in the sense of sharing the
commitment to make it thrive. The process owner, however, is the manager
in charge of designing the process, building its supporting tools,
installing it in the organization, and ensuring its ongoing high