“Trust the process.” This phrase is typically echoed by athletes, coaches, and team owners to describe the deliberate and arduous regimen that must be followed in order to ensure success. Pop culture references aside, how can we apply this same phrase in our business dealings? Better yet, how do we transform from just trusting the process to outright owning the process?
A process owner takes on the role of managing processes within an organization. Most of the time they are already holding a leadership position within the organization; however, that is not to say that the individuals in non-leadership positions are not allowed process ownership responsibilities. A process owner should be:
- The subject matter expert of a given process.
- Someone who feels the impact of an ineffective process, and significantly benefits from the improvement of a process.
- A person who can positively influence others to follow or adhere to a process.
- Someone who is able to communicate effectively.
- An individual who excels at thinking strategically about process improvement.
So why is process ownership important and why is it so vital to business success? The answer lies in process improvement, and the ability to continuously improve those processes which direct our businesses. Often in many organizations, you will come across processes that do not seem to fit the purpose and for the most part feel like a waste of time, effort, and energy. The truth of the matter is that these processes at one time were absolutely necessary; however, since no individual ever owned the process, its purpose became skewed once the requirements of the business changed. That’s why it is important that when a process is required for the execution of the business you A: establish a process owner and B: conduct periodic process improvement. If used properly, processes should standardize and simplify the vital tasks that enable the daily operations of a business. They should enable organizations to undertake complex work, particularly as that organization grows.
Now let us discuss the next role of process ownership, knowing when to eliminate an unnecessary process. In a Boston Consulting Group study of U.S. and European companies, it was determined that “over the past fifteen years, the number of procedures, vertical layers, interface structures, coordination bodies, and decision approvals needed…has increased by anywhere from 50 percent to 350 percent” (BCG, 2012). Further, within complex organizations, “managers spend 40 percent of their time writing reports and 30 percent to 60 percent of it in coordination meetings” (BCG, 2012). In the Lean management approach, over processing is classified as one of the eight forms of waste. As a process owner understanding when to eliminate an unnecessary process can be difficult to grasp and comprehend. In order to do this it requires a shift in thinking evidenced by two concepts:
1. Look at the process from a high-level strategic view.
Sometimes we become so ingrained in a process that we fail to see when it has become a hindrance to operations. By taking a step back, looking at the process from a holistic concept and seeing what the inputs and outputs of the process are, it provides us the ability to see inconsistencies, bottlenecks, and other problems. Once it has been identified it becomes easier to eliminate that process. However, for a variety of reasons, this may not work; thus, leading to the next concept.
2. Pay attention to those responsible for executing the process.
The best way to know whether a process has started causing business issues is to pay attention to the individuals responsible for executing that process. Is morale low? Does the speed to completion slow down? Is the process at fault for this? Asking yourself these simple questions is a sure fire way to not only eliminate unnecessary processes but also look out for employees as well.
Gregory Craig, MBA, PMP, PMI-ACP, CMQ/OE, has extensive project management, process improvement and quality management experience across a variety of industries including oil and gas, information technology and defense. He has led both domestic and international projects of significant magnitude and complexity. His current role is at a Fortune 500 company leading a group of diverse individuals focused on analytics and process improvement. A strong business leadership background, he finds joy in helping others who are in various positions of leadership and influence. Gregory writes about business processes and quality management.