I never fought with my Clients to get them to reorganize into a Process-orientation from their Functional-orientation. I think too many of my peers did.
They forget that that would lead to a Process silo-ing – different from a Functional silo perspective/operation, but just as bad.
So how can one be both functionally-organized and process-oriented? And by “process” I mean “workflow.”
One needs to think of process and processes as “outputs as inputs” from upstream being processed to create “outputs as inputs” going downstream.
Processes/Workflows are sometimes quite complex – some are routine and others on demand. Some are well documented – others not so much. Some are critical, others are not.
A functional look at the Enterprise, or the Business Units, or the Functions, or the Departments, or the Teams – can take a process-perspective. These entities “own” processes and “support” processes owned by others. Not always, but often.
My L-C-S model for Managerial Performance (Areas of Performance) looks at managerial Leadership performance, Core performance and Support performance – as shareable across the Enterprise – in addition to the unique processes owned/supported that make each entity unique. Training does training, sales does sales, payroll does payroll….
Once the configuration of Performance (via my AoP construct) is done, all of the enablers to support/enable that process – or the roll up of many processes – can be systematically derived.
And then the enablers and their enabling provisioning system can be assessed for their adequacy – the need for “leaning” and six sigma-like efforts to bring the process into “enough” control.
In the Big Picture of EPPI – Enterprise Process Performance Improvement (the parent methodology to my ISD methods of the PACT Processes) – all of the processes should be assessed as to whether they are meeting Stakeholder Requirements – or not.
The “example” Stakeholder Requirements “hierarchy” might need adjustment for your context – one size does not fit all.
Then the process can then be designed if non-existent – or leaned, and/or brought under “enough”control – to meet those requirements if it already exists – and then the enablers that make or break a “paper process design” when brought to life can be specified and/or assessed for their adequacy.
Then the enablers that are found lacking can be addressed by whatever provisioning systems exist within the Enterprise.
Above, the Environmental Assets’ provisioning systems.
Above, the Human Asset provisioning systems.
You might find this free book PDF –Management Areas of Performance – of help in figuring out your specific context’s process needs, the enablers, and plan for the development of Managerial Performance Competence. For yourself and/or for others.
For managers – make or break the processes of the Enterprise.
Then in 2011 that book was updated along with a couple of others to create this 6 Pack…
Click on the graphic to link to another page with more information.
# # #