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The Process Enterprise Place

The Process Enterprise Place is here to help companies transition to a Process-Centered Enterprise. Many organizations have realized that finding and exploiting the value of Process Management means real, significant gains in the marketplace and in business results. This Process Management Movement is gaining momentum…so if you're interested in learning how to transition to a process orientation in your organization…just keep reading!

WHY SHOP HERE?
A company's work processes are major corporate assets…and should be developed, protected and exploited like any other asset. At Holland & Davis, we have been working with clients to realize gains from better Process Management for more than 30 years, and we've written the books on it.

And our Process Management team has worked side-by-side, arm-in-arm with hundreds of client teams to help organizations systematically find and exploit the value of Process Management.

WHAT IS THE PROCESS MANAGEMENT MOVEMENT?
The Process Management Movement really is about thinking differently and organizing the work you do differently. The primary messages that characterize this movement include the following:

  • A company's Work Processes are major corporate assets…to be developed, protected, and exploited in the same way that other assets would be. Organizations need to treat how they do their work as carefully as they treat the products they produce.
  • Not all processes are equally valuable. The strategic direction of the company determines the value of corporate Processes and indicates where Process Management should be focused.
  • The company's overall effectiveness and efficiency will be ultimately limited by the design and execution of its work processes
    • work more effectively … better results
    • work more efficiently … lower costs
    • work faster … lower cycle times
    • work smarter … fewer recurring errors
  • "Effective Process Performance" will be required from all employees for Process Management to be successful
  • Information Technology Process Management Tools should be:
    • focused on valuable corporate Processes
    • servants of the organization's processes and people

TRANSITIONING TO THE PROCESS ENTERPRISE - THE UNPLANNED WAY
As with any new management movement, there are those companies who make their journey to find value in the movement in what we call an "unplanned" way. In other words, many companies try to transition to the Process Enterprise in a disorganized way. Our experience has shown that the success rate of these "unplanned journeys" is very low.

(click here to see an example of a typical, unsuccessful
attempt to transition to the Process Enterprise)

TRANSITIONING TO THE PROCESS ENTERPRISE - THE PLANNED JOURNEY
If you are embarking on the journey to find value from process management, we would suggest you take great pains to plan your journey in a very careful and appropriate way.

  • Step One - Assess your organization's current level of Process Thinking and Action
    This step calls for an understanding of your organization's current capability to both "Think and Act" in process. While it is always difficult to be definitive about the actual Level of Process Maturity, Process Maturity Models like the ones proposed by Dr. Michael Hammer can be very useful tools in understanding just where your company is.
  • Step Two - Target the next level of Process Thinking and Action
    In this step, the challenge is to Target the next level of company Process Maturity, being careful to set a target that is "a stretch" but not so ambitious that transition failure is likely. Knowing how far to stretch is a function of what will need to be in place for the next level as well as your organization's history in making the kind of journey called for in transitioning to the Process Enterprise. Once again, Process Maturity Models like those espoused by Dr. Hammer can be very useful in targeting.
  • Step Three - Plan and execute Action Steps to Transition to the next level of Process Maturity
    Moving from one Process Maturity Level to another is no easy journey…but that journey can be planned and executed to maximize the chances of success. Fortunately, many organizations have made a similar journey and the "methodology" to get there is known and tested.


Transitioning to the Targeted Level of Process Thinking and Actions

TRANSITIONING TO THE PROCESS ENTERPRISE - THE ROADMAP
We have helped many of our clients' organizations successfully make this transition using the following roadmap / approach ... taken directly from our proven Transition Methodology:

  • PHASE I: Build Awareness and Educate on the Process Enterprise and needed level of process maturity
  • PHASE II: Conduct initial trials of Process Enterprise concepts and techniques in selected work processes
  • PHASE III: Integrate Process thinking into the day-to-day operations of the company

The Chart below shows at a high level the basic steps in our Roadmap to achieve the targeted level of process maturity. We tailor this Roadmap to our clients' terminology and specific needs to ensure buy-in and commitment to the needed Action Steps.


Roadmap / Action Steps for Transition to Targeted Level of Maturity
PHASE I:
Awareness and Education on the Process Enterprise
  1. Understand the Process Management movement as it applies to company
  2. Develop awareness of company needs for the next level of Process thinking and action
  3. Develop rationale for moving Process Management to the next level
  4. Leaders select and agree to roadmap for Transitioning to the Process Enterprise
  5. Develop Process Management champions
  6. Conduct informal Process Management assessment using a capability maturity approach
  7. Conduct next level Process Management awareness/education
  8. Develop business case for Phase II: Trial
PHASE II:
Initial Trial of Process Enterprise concepts and techniques
  1. Formally assess Process Management needs and current capability/maturity level
  2. Pinpoint, and assess strategic work processes and target the needed capability maturity level Click here for an example of a Capability Maturity Model of a Core Process
  3. Develop pilot projects around core work process to both "learn and do"
  4. Conduct just-in-time process enterprise training of pilot teams
  5. Make sure pilot results are put into action
  6. Launch other Process Management projects in other parts of organization…based on need
  7. Develop business case for Phase III: Implementation of targeted level
PHASE III:
Integration of Process thinking and Transition to the Process Enterprise
  1. Develop Implementation plans/timeline/measures/goals…including the target Process Management capability maturity level
  2. Incorporate Process Management measures/objectives into performance management system (goals and rewards)
  3. Formalize and integrate Process Management tools
  4. Identify and maintain an organizational environment supportive of targeted level of Process Management
  5. Modify work processes for Process Management effectiveness
  6. Take direct actions as needed to raise the Process Management capability maturity level to target
  7. Measure Process Management results
= Process Management Emphasis

REACHING THE TARGETED LEVEL OF PROCESS MATURITY
So what happens when your company reaches its targeted level?

  • First, the organization will want to take advantage of its new process capability to strengthen its competitive position. (You have a strengthened corporate asset … now is the time to take advantage!)
  • Second, your organization will have to be diligent and systematic about maintaining your achieved level of Process Maturity. It will take continued energy and focus to hold your level!
  • Third, your organization might now want to repeat the process of moving to a next target level of Process Maturity as needed to support your corporate strategy and to stay ahead of competitors. This next journey will call for a repeat of Steps One, Two and Three!! Just think how much smarter you can be for this trip!!


Transition to the Process Enterprise as a Series of Level Changes

BEGINNING/STRENGTHENING YOUR ORGANIZATION'S JOURNEY TO A PROCESS-CENTERED ENTERPRISE
We help many organizations make the successful journey / transition to becoming process enterprises, where they are making significant gains through disciplined Process Management.

We can help you to begin your journey by applying our practical and battle-tested Transition Methodology / Roadmaps…including the following services designed to move your organization forward regardless of current position:

  1. "How-to" Education and Training…on the effective ways to make the journey to the Process Enterprise
    1. for companies that already know the "what" and "why" of Process Management but who now need to learn the practical, hands-on "How To" skills essential for successful transition
    2. …including training in our Transition Methodology…with accompanying books and tools
    3. …conducted at the client site with their situation / needs included in training exercises and examples
  2. Hands-on Coaching as your organization begins the Transition: Reviewing the "Transition Journey" that your company is on to find value from the Process Enterprise model
    1. Assessing your company's current position in that journey
    2. Identifying critical stakeholders for implementing the Process Enterprise
    3. Moving your organization toward "Agreement on the Roadmap for the Process Enterprise"
    4. Helping you to make a Business Case for Phase I of the Roadmap…and gain approval and support
  3. Problem Solving and Transition Re-direction…as needed to ensure that your company's transition to the targeted level of process maturity will have the highest chance of success.
    1. Taking a Quick Look to assess your company's current position in the Transition
    2. Identifying the critical risks that will need to be mitigated to complete a successful transition to the next level
    3. Working arm-in-arm to revise the Transition project plan as needed to ensure success
    4. Conducting a Project Jump Start to revitalize company energy and leadership essential for Transition success

Leaders of the Holland & Davis Process Management Transition Team
If you would like detailed "how to" information about improving or beginning your transition to a Process Enterprise, contact:

Gary Skarke at 713-877-8130.


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Tel: 713-877-8130, Fax: 713-877-1823