Leadership Steps in Creating a Customer-Driven Process Enterprise
Everyone in an organization has a responsibility and something to contribute to Process Management. Executives, Process Owners and Process Team Members all have a role to play to create a Customer-Driven Process Enterprise. But leadership’s role is the most impactful in truly achieving the end state.
Leaders need to have a map in their mind and understand their vital role. They should know the foundation they can lay, the steps along the way and how to identify when they have arrived. But first and foremost, they must understand what they can do as individuals and buy into those actions.
So what personal role must leadership take to create a customer-driven process enterprise? We believe those steps are as follows:
- Demonstrate commitment.
- Stake your own reputation to the transition
- Commit to the goals in public
- Adjust reward and recognition programs
- Commit the required resources
- Fund in full the up-front investments to get started
- Dedicate excellent people to the effort
- Demand participation and engagement
- Stay personally engaged throughout the process
- Be passionate about change
- Talk about it to everybody and get them emotionally engaged
If a leader can’t buy into those steps, don’t go any farther. But if they see the risk worth the reward, they should first focus on building a foundation in the organization which ensures success. So here are the prerequisites for transitioning to a customer driven process enterprise.
- Bring all initiatives together under the umbrella of business process management
- Communicate the seriousness of the need for a customer-driven process enterprise
- Determine an implementation plan for becoming a customer-driven process enterprise
- Stage 1 – Establish. Set a Vision, Mission and the elements of a balanced scorecard.
- Stage 2 – Deploy. Identify Key Business Processes and their Process Metrics.
- Stage 3 – Implement. Provide Process Owners and Team Members the support to establish a management system which measures actual results, gaps to the desired state and actions by which to improve.
- Stage 4 – Review. Evaluate and tie performance evaluation and rewards to how the management system operates.
Often, you work so hard at something that it is difficult to know when you’ve realized your goal. Keep in mind the goal isn’t simply achieving the numbers established for process metrics. The goal is a cultural shift that orients the company to the customer using processes. So how do you know when you’ve arrived. When all is said and done, you’ll know you are there when you see the following –
- More focus on processes than on functions
- Employees know and accept process goals
- Everybody understands how the processes are performing
- Processes are measured objectively and frequently
So if you are a leader in an organization, or working closely with one, think about whether you exhibit those last four bullet points today. And if your organization doesn’t, ask whether you need to before one of your competitors does. If the answers tell you to start changing, feel free to contact me to begin your efforts. In the meantime, if you want more information, see the complimentary downloads featured in this article. Upon download, we’ll follow up to offer a complimentary copy of our two day course “Establishing the Strategic Vision” which gets into much deeper reviews of all my points above.