Process-managed Enterprise

Focusing on the whole business system designing high-performance ways of working


Vakue of Systems Thinking Interdependence VadiK Systems Thinking Business Design IT Architecture Systemic Innovation Cross-functional Management Synergize EBPM, TQM and Six Sigma Customer Experience Management e-Coach Systems Thinking value for business VadiK holistic thinking



Process Enterprise vs. Functional Enterprise

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," writes Michael Hammer, the author of Agenda.

A process-managed enterprise supports, empowers and energizes employees, encourages their initiative, enables and allows its people to perform process work.


9 Steps to building a Process-managed Enterprise



Business Process


Process Thinking







"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."

~ Michael Hammer




Process Ownership and Leadership

Every process in a process-managed enterprise requires a process owner a results-based leader "responsible for ensuring that the entire process keeps flourishing on an end-to-end basis, from start to finish, over and over."

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 performance," writes Michael Hammer.


Enterprise-wide Business Process Management (EBPM)

Assess Your Organization's Progress Toward Excelling in Business Process Management

5 Basic Elements of a Balanced Business

Applications of Lean





Systems Thinking

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 achieve 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," writes Andrew Spanyi, the author of Business Process Management (BPM) is a Team Sport: Play it to Win!


8 Principles of EBPM

Shift from Linear to Systemic Innovation

Systems Thinking

Growing Value of Systems Thinking for Business

Barriers to Systems Thinking

Systems Thinking and Holistic Thinking




Characteristics of a Process Enterprise: Check List

Andrew Spanyi provides the following set of questions that helps you 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 meet them?

Do your employees help manage each other instead of escalating conflict?

Do you measure processes objectively and frequently?


Master of Business Synergies (MBS)

Synergize Business Processes

Synergize EBPM, TQM and Six Sigma

Integrate Six Sigma with Business Process Management

Content Marketing

An Easy Way to turn Business Rules into an Interesting Story





Institutionalizing Success

The process approach rejects the idea that the company's success relies on luck, such as inspired individuals or visionary leaders, 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 everyone's abilities rather than depending too much on any single individual, however gifted she or he may be," writes Michael Hammer.


Winning Organization


5 Basic Elements

Team Culture

10 Tips for Building a Team Culture

Know Your Enemies

9 Signs of a Losing Organization

Barriers to successful TQM

Break Silo