Process Pathways

We may debate indications, degrees, and causes, but we can be certain that we live with global uncertainty. This paper explores how process-based management enables uncertainty as a driver for improved performance, rather than letting it overwhelm and destroy.

I have spent many, many hours talking to executives, and those seeking to influence executives, about why process-based management is a vital topic for executive consideration. Everyone agrees that someone should be doing something about processes, and indeed quite likely they should be doing a lot more, but the subject seldom makes it to the agenda of the Executive Committee or the Board. It’s an SEP. Why is it so? What can be done about it?

At the core of the process-based management value proposition is a simple yet powerful idea. It’s easy to understand, hard to disagree with, and not too hard to implement. So, why isn’t everyone doing it?

The many forms of process work – management, analysis, measurement, automation, innovation, mining, modeling, (re)design, simulation, accreditation, optimization, digitization, etc. – all demand an answer to a common question. Which process?

Process-based management is not a donut. To be effective it must have a central substantive core of deep knowledge of, and robust commitment to, the enhanced performance of the high-impact processes that operationalize organizational performance to execute organizational strategy. It’s the process that matters.

Given that process-based management is clearly A Good Thing, indeed a Very Good Thing, why doesn’t every manager, every decision maker, everyone everywhere immediately and enthusiastically sign up for a corporate life infused with the joys of process management and improvement?