Why are Failures so Common?
- Risks Not Identified
- Business Processes Remain Unchanged
- Budget & Timeline Expectations Not Met
Who should be involved with Business Process Change
Who should be involved with Business Process Change? What are their roles?
All levels of staff should play a role in business process change. The strategic importance of change should be championed by management. Ideas for process improvements should come from the people who know the most about how the existing processes work (staff).
The Executive Team must be supportive sponsors of your business process change initiative. They need to advocate the reasons for evaluating and implementing business process change, and prioritize the effort appropriately. Executive leaders should review and approve the final business process change recommendations that have the most profound impact on the organization and its constituents. The executive team should also review the cost justification of proposed software customizations and determine which ones should be adopted. Ultimately, it is the executive team’s responsibility to make the final decision about balancing business process change with customizations that are intended to conform to existing processes.
Department Managers should lead the review of business processes that are within their area of responsibility, and should also be engaged when processes cross departmental boundaries. Along with their designated subject matter experts, they should be directly involved in making final decisions as to the reasoning and details behind each potential change. Department managers should also be responsible for preparing a cost justification if they recommend any software customizations to the executive team as a more favorable choice over business process change.
Staff is where the rubber meets the road in terms of detailed knowledge about how current business processes work, where the bottlenecks are, and which ones cause the most severe problems. Any business process change initiative should involve department managers and key staff working together to identify suggested improvements, benefits and potential ROI.
A properly conducted business process change initiative will organically empower staff to innovate, unlocking often overlooked system potential that can be unleashed for transformational improvement. Organic change occurs when ideas for change come from staff rather than being dictated by an outside authority, and everyone effected by the change embraces it and understands the improvements it will bring to your organization and constituents.
Software Vendor should provide the analysis, design, and support services necessary to determine how their system can be best utilized to accomplish your business process change objectives. The vendor should be an ongoing partner in the process, offering creative ways to accomplish your vision without over-customizing their solution.
ISCG and the Framework guide you through a proven methodology that will identify business processes that are ripe for change. We help analyze your business processes and collaborate with staff on potential changes that will improve customer service, productivity, and opportunities for increased revenue. We structure the project so your staff are actively engaged in providing input and ideas for improvements, guided by our knowledge and expertise in association business process transformation. The result will be meaningful and clearly understood business process workflow diagrams that document your current state (AS-IS), your desired state (TO-BE), and the benefits to be achieved by implementing specified changes.