Are process and agility compatible? Premium
For many companies faced with a diversification of their services or products, the chain of activities related to customer satisfaction is fragmenting into multiple areas and units. This can result in a loss of control over production processes as well as organizational rigidity. Michel Raquin believes that a company can recover its agility and fluidity by adopting process-driven management, an approach to avoid reduction in organizational performance that puts collective efforts at the service of customer satisfaction.
Why should you adopt process-driven management?
Dissecting the complexities of the chain of activities is proven to guarantee customer satisfaction, facilitate value creation and develop social cohesion. Indeed, it is not only an approach that makes it possible, in particular, to incorporate the observations of operational staff who are in direct contact with customers and who address their expectations but it leads also to a better understanding of costs. Finally, it promotes an inclusive corporate culture by requiring the participation of numerous actors, often unaccustomed to working together, to achieve a common goal (customer satisfaction).
Implementing process-driven management
Implementing process-driven management involves considering the different stages of value creation in a cross-functional manner. The challenge is to focus on the contribution of each division within the company by identifying the processes clearly, by introducing a collaborative approach, by analyzing the processes to determine what actions need to be taken and by remaining reactive. Don’t forget to name a process manager whose mission is to advance the construction of the process and ensure compliance with the rules.
Promoting a change in culture
The corporate culture and involvement of senior management are the catalysts for process-driven management. If tensions arise between managers, if the roles are poorly defined between the project’s actors, or if the resources committed are too limited, then process-driven management is doomed to fail. With this in mind, develop a line of argument that highlights the shortcomings that currently exist for the end customer. Finally, it is recommended starting on a small scale so that results can be showcased quickly and, in particular, to allow for adequate time, as this approach demands a true shift in culture.
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Are process and agility compatible?
Based on Piloter par les processus: La meilleure méthode pour transformer l’entreprise and accroître les résultats by Michel Raquin and Hugues Morley-Pegge (Maxima, March 2009) and an interview with Michel Raquin (October 2013) and the interview with Alexandra Gailliard, Director of Quality at Crédit Foncier, August 2013.
Business Digest nº 241, november 2013.
Watch the website :
Will be Group
The website of consulting firm Will be Group, of which Hugues Morley-Pegge (co-author of Leading by processes) is associate director, offers a selection of books on the topic of management by processes. On this site you will also find some of the success stories resulting from the approach developed by the two authors.