Many orgainsations and leaders are aware of a growing problem -  their operations seem to be getting more complex. Large teams spread across many offices, working in different locations, different standards and time zones make it harder for teams to collaborate, share, and learn from each other.

In response to this, organsations are looking to simplfy, using business processes as the language to describe their operations. A lot of time and effort is now being invested investigating process management technology, improvement methodologies like SIX SIGMA and LEAN, and process notation standard like BPMN.

An aspect that perhaps deserves more focus is the role people play in creating the right conditions for a collaborative culture of change across your orgainsations. It is no longer good enough to run improvement inititaives, to capture process knowledge at great expense, and to 'hope' that changes will be operationalised and sustained. An environment and some structure is needed so that people are motivated to participate, and are personally invested in sustaining ongoing change and improvement.

Before engaging into large transformation programs, seven roles are needed to influence positive change culture, and they are; Process Participant, Process Expert, Process Owner, Process Champion, Chief Process Officer, Improvement Specialist, and Stakeholders and Domain Specilaist.
Understanding the importance of people and roles in sustaining collaborative change and improvement within an orgainsation is the first step. But figuring out the role each of these stakholders requires a process by process understandng. RACI is a structured framwork that can also help you do this very effectively.

The automated EDI Transaction diagram - supporting a Retail Purchase

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