As businesses reimagine every facet of their operations to become customer-centric digital enterprises, process governance is becoming the strategic “mission control” that enables those businesses to harness the full potential of their transformations.
When that critical ingredient is missing, the result is captured in the famous line from Thomas Edison: “Vision without execution is hallucination.”
That can be a particularly thorny problem in today’s business environment because organizations of every size are moving as quickly as possible to turn themselves into nimble, flexible and data-driven enterprises. And while that type of push for maximum speed from everyone involved can result in huge volumes of activity and busyness, it also is invariably accompanied by misaligned processes, fragmented functional silos and a potentially devastating missed opportunity.
In light of that, my regular interactions with my company’s more than 10,000 customers have led me to believe that process governance can function as the “mission control” center for big, complex and strategically vital digital transformations. And that’s absolutely essential as these businesses set out to reimagine their futures, automate their operations and optimize their business outcomes.
By carefully mapping out and coordinating all those moving parts — including the elements that don’t exist yet because they’re the intended outputs of the ongoing digital transformation — companies can:
• Reduce risks dramatically.
• Build new visibility and insights across the organization and into the future.
• Accelerate operations.
• Devote more time and energy to customers and growth opportunities rather than frustrating and low-value remediation projects.
• Increase the chances that their digital transformations will be drive superior business outcomes.
Business leaders today can find lots and lots of process automation vendors with tools geared toward automating antiquated or simply inefficient operations. And that’s all good.
The problem comes when your business needs to orchestrate and harmonize all those newly automated operations and processes so that they work together elegantly, productively and profitably. If process governance isn’t fused into your transformation project to ensure those outcomes are delivered, you’ll find yourself a bit better off but still far from being a digital enterprise.
Instead, you’ll have created islands of automation that don’t connect with and enhance each other, thereby limiting the business value you can generate from them. You’ll have generated new types of blind spots across your operations because processes that should be seamlessly fused and generating new insights and value are instead trapped in dead-end silos.
And as you attempt to harvest one of the biggest benefits of digital transformation — the ability to refine and optimize your processes at the speed of your customers — you’ll find to your deep regret that you have to dig into and overhaul every single one of those automations one by one, because they were all created in isolation. Those can be crushing outcomes, and our goal is to help you not only avoid them but also create excellent outcomes.
At my organization, we believe that process governance is an indispensable part of any digital transformation project, and our vast experience with thousands of customers across every industry has only reinforced that belief.
In fact, effective process management tools can incorporate organizational methods, guidelines and rules of process governance to ensure up-to-date and improved business processes. The best tools are designed to help you avoid that type of process-isolation disaster and instead extract every bit of business value from your transformation efforts.
At a time of rapid outbreak of Covid 19, there is a growing demand for working from home due to limited travel. As such, companies desperately need a platform that can make it easier for employees to work together and many Vietnam business consultant out there can help them to solve this problem, not only to help you save costs and time, but also improve the productivity of your business.
To embed a culture of process improvement in your organization, here are ways to bring your employees along on the journey:
1. Select who will contribute carefully: By including the right people in your organization, you will ensure you get accurate and relevant information that can be leveraged by everyone.
2. Seek feedback from your experts: Encourage every team to capture as-is state of processes. These are the people who know these processes best and may have developed workarounds for processes that were not working well.
3. Celebrate wins: Update your entire organization on process improvements, which will inspire more people to participate and reinforce a process governance mindset and culture
As we stated before, automation is a terrific tool — but automation plus process governance is a highly differentiated approach that can help future-proof your emerging digital capabilities.
A modern process governance approach allows you to create a well-organized and easy way to manage a “process portfolio” that lets you view how your processes are performing, where the interconnections are and where potential risks might be about to arise.
This type of visibility, and the high-value insights that can be gleaned in real time, can help your organization develop the right sorts of process mindset and process culture that are essential components to successful digital transformations.
As a result, your company will have a much greater chance of reaching that state to which every business aspires in today’s disruptive times: where continuous improvement and innovation is part of your DNA.