Yes, my radar is continuously tuning in or returning back to the concept of and details of … the Client’s Business Processes. Not my Processes, the Client’s.
Some Processes are simple. Most Processes are complex.
Sometimes the conditions for following one branch versus another are not clearcut.
So after hearing the Client and as many of the Stakeholder Representatives as practical – I turn immediately to the Processes.
We analyze the current state Processes’ gaps from ideal state.
In the Processes’ outputs and then tasks. In meeting the Stakeholders‘ Requirements. Which is also complex. Here is my definition of of those requirements – where Tasks represent Processes.
Then we analyze those Processes themselves … and then even later … the gaps in the Enablers of those Processes.
Don’t jump too soon to the enablers or solutions or solution-sets regarding those enablers … such as Learning, Training or Knowledge Management Systems.
That happens too often in the L&D Space. IMO.
But when you do get to those enablers and the systems/ processes/ tasks that produce those deficient outputs and make them available to the target Processes – you may find yourself still thinking … about Processes.
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