Process Organisation

 

 

 

 

Organizational changes may be challenging and may include changes in work performance processes, organizational structure, roles and responsibilities, performance measures, values and culture. Essentially, everything about the company, perhaps even how it defines itself, is subject to change. 

 

 

Many companies discover that to be effective in managing their primary business processes, they must assign clearly defined accountability for the design, documentation, maintenance, upkeep, and long term health of these processes. New roles, responsibilities, relationships, and organizational structures may be contemplated. This often results in a significant change in management focus and the way work is performed, evolving from a more traditional structure, focused on a particular resource or business function, to the cross-functional performance of the end-to-end process which delivers value to customers. 

 

 

As organizations have matured in the management of their business processes, issues regarding process integration have arisen, i.e., how various processes must join as a collective whole to ensure a single, coherent organization which consistently delivers value across all of the company’s processes. 

 

 

An enterprise fosters a process culture when the business’ processes are known, agreed upon, communicated, and visible to all employees. 

 

 

As an enterprise matures in managing their business processes, their organizational structure will naturally tend toward change which comprehends a process dimension. Management of work from a downward managerial command and control approach adapts to include a horizontal dimension reflective of end-to-end processes, driving accountability to the customer for delivery of value across functions. 

 

 

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