What are high performing organisations doing differently?

We’ve mentioned in previous blogs  that we see the full range of outcomes across our client base -  from positive dynamic improvement cultures blowing customers away, to the other end – those barely making a dent on their business performance.

There are a few differences that seem to have a direct correlation to achieving successful outcomes:

1. A good process champion… with time dedicated to improvement.

A good BPM tool is not a silver bullet solution – you don’t get results without commitment and drive from process champions (based in the business, not in a special improvement team is best) helping process owners in the business.

2. They make time to talk process

Monthly process forums, centres of excellence, opportunity for improvement workshops – call them what you will. It show you’re serious and not going to go away when you commit to regular meetings to look at processes, track performance, coordinate effort.

3. Measure and celebrate improvement

As they say, you can’t improve what you don’t measure. It actually takes time and effort to track improvement, but it’s well worth it. It’s not all about calculations and black and white views of improvement though – you’ll be surprised at how important ‘winning the hearts’ is to getting teams truly on board your change culture. We’ve seen just how contagious a winning attitude can be.

4. Process owners lock in changes

There’s no gain if you temporarily improve then slip right back. This is the bit your BPM tool can help with; once it’s captured, it stays captured. This is way easier with a good underlying process culture,  process owners who feel compelled to manage their process knowledge.  Pushing people with the stick is a drag, it’s better to promote the natural desire to improve.

In summary – the additional cost of the resourcing and techniques we’ve described are not significant at all compared to the existing investment in man hours committed to proactive improvement programmes, and reactive improvement programmes (battling process failures).  More importantly, this investment pales into insignificance compared to the gains that can be achieved in terms of real business benefits if you really start hitting ‘process improvement’ out of the park.

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