Digging deeper: If these Processes need to be created, then how is work actually being accomplished in our organizations?
Apparently products are shipped, sales are made, payments are processed and people are hired. Yet organizations believe they have to build a “delivery process”, “sales process”, “payment process” or “hiring process”. We have to remind ourselves of a subtle fact:
Processes exist whether or not they are named, documented or recognized by the organization.
Knowing this is a game-changer because now we can focus on profitable courses with our limited resources:
- Defining a Process leads to discovery of other Processes – The entire system comes to the surface; warts and all. Sound decisions can be made: Are we focusing on the correct Process to work on first? What other Processes will be affected if we tinker with this variable?
- An organized Improvement Toolbox: We choose the right tool at the right time for the right reasons – “Six sigma vs Re-engineering” becomes “Six Sigma or Re-engineering”
- You’ll discover your true business – Uncovering the system of Processes may lead to surprising discoveries about who your customers should be, what your business should be focused on and what your organization’s true competitive advantage. Honda engines, anyone?
- Instead of “creating something out of nothing” we shift our effort on understanding the work itself – This is the true power of knowing that Processes already exist. The questions now have edges: Do we have to stabilize the work? Is the Process sound and needs to be put on cruise control? What is it supposed to do and what does it actually do? Is the Process sitting idle and needs to be activated?
Having an organization does not mean you must create Processes to accomplish work; Processes exist because you have an organization. The work is already being done – the real effort is in understanding and shaping that work for profitable results for both you and your customers.