GE’s transformation under Jack Welch's leadership for instance took place over a decade.
Only a few leaders have the dedication, focus and position to get a successful top down approach working and even those need to stay focused for a long period of time before the culture shift happens. We have been working in silos for so long that it will take more than a new group of people in charge of end-to-end processes to change the way most companies operate. By paying close attention to these areas we can identify any roadblocks to the collaboration and focus needed to allow the first Governance to work and build a roadmap to the desired Governance Best Practices Model commonly accepted. This Governance body should observe the current culture of the organization, the structure of the organization, the company performance management and the individual performance management processes and propose process ownership structure that will blend in well with the current organization initially. The second Governance can certainly address this flaw by focusing on education at all levels of management and organizational change management. The problem with the first governance is that we are expecting people to behave in ways that are foreign to them as well as often counter to their own organizational structure and incentive. In the past, most consulting firms and written literature on this subject focused more on the first Governance while I believe sustainability will arise from an improved version of the second Governance. Governance includes two main dimensions, one for the Governance provided for each end-to-end process and the other one for the Governance by which a company manages its processes including the methods, tools, policies and standards.
#PARADIGM SHIFT DEFINE HOW TO#
The literature from the ABPMP BPM CBOKTM to the different Gartner reports and our understanding of process ownership and governance has certainly improved tremendously over the last 5 years and yet we still count only a few companies that manage by process year after year.Īfter pondering the question for a while here are a few thoughts on the question and some suggestions on how to approach Governance and Ownership in a way that can lead to better results and a sustainable process culture. It is certainly valid to ask ourselves why we are not doing better and what can we do to remediate to the situation. After 3 decades of Total Quality Management, Process Reengineering, Lean, Six Sigma and now Business Process Management, it is mind boggling to observe that only a few companies have an excellent process Governance in place and consistently manage their processes.
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