Process Mapping – The Key is to Establish Principles

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Anyone who has participated in process mapping sessions will tell you how painful these events can be.  It is not uncommon to sequester folks for hundreds of hours and ask them to conduct intense discussions in order to capture the processes for carrying out work.  The author John Green said “The marks humans leave are too often scars.”  And scarring is exactly what many of us who have lived through process mapping sessions have plenty of!

However, does this activity need to be this painful?  Absolutely not!  And the key to making this a more effective and efficient process is to put a few core principles in place.  These rules help guide your mappers, stay on track and complete their work in an efficient manner:

·         Map the designated process only: It is easy to fall into scope creep and begin to discuss other processes which are of concern.  Once the team starts deliberating about procedures that are out of scope it is important for the facilitator to bring the group back to the task at hand.

·         Map current state only: It is also easy to start talking about what the future state process could look like.  Designing future state processes is the next step.  This is a non-value add activity at this point.  In fact, current state should provide a stake in the ground and by letting future state process ideas creep in only creates confusion.  If we don’t agree how the work gets done today, it is impossible for us to figure out how it needs to change in the future. 

·         Keep the process moving: It is common for teams to get bogged down.  This can happen as these teams talk through in detail how the process is carried out.  Establish time frames for how long it will take to map each process and help the team stick to that time frame.

The key to making sure these principles are followed is of course strong facilitation.  The facilitator is tasked with designing and running an effective session.  The facilitator is guiding the group where it needs to go via ensuring that processes are followed, asking probing questions and helping sum up the work being accomplished and capture it visually. 

Perhaps most important, the facilitator is cuts off conversation once the point has been made.  Asking someone to stop talking is key.  What could be considered rude behavior at a dinner party, is the most important role the facilitator plays during process mapping!

This blog does not reflect the view of my employer.

Focusing on How to Execute Your Strategy Improves the People Side!

Keep Calm and Get Things Done blue sign

Keep Calm and Get Things Done blue sign with a crown making a great concept.

We have learned that some organizations execute their strategy based on the amount of money they have available in the bank, the skills of their current workforce or educated guesses about where the business environment is headed. However, more mature organizations are executing strategy by identifying and filling gap between the business capabilities they have today and the capabilities they need in the future. Doing so results in improvements across your organization – even in areas where you did not expect to see wins such as your structure, processes, people and even culture!

Business capabilities are what differentiates the organization and ensures that it is equipped to execute its strategy. Capabilities are the “What” is needed in order to execute, followed by the “How” to achieve the desired result. These are the operational things or what the organization must know how to do to execute strategy. For example, a manufacturing firm must know how to design and create innovative products. [http://www.accelare.com/strategy-to-execution]

What is a capability-driven organization good for? In short, running your organization based on capability models can improve your design, implementation and outcomes. Capability based planning involves getting real about what is needed to execute and about getting to the root cause of issues that are holding you back. As a result, capability-driven efforts improve:

• Strategy: Unpack strategy as part of exploring capabilities allowing strategy to become much more clear and likely to succeed

• Structure: Employ a capability based organizational design which ensures accountability of capabilities to execute the business strategy. [And bust through silos!]

• Processes: Improve the series of connected activities that make up the work you carry out for efficiency/effectiveness

• People: Clarify the skills, knowledge and abilities needed in order to deliver so that human resources are operating at peak performance

• Culture: Amp up the beliefs, values and norms which represent your organization’s unique character and makes it what it is

For example, a health insurance company adopted capability based planning solely to improve their performance via better execution of strategy. However, over time I observed that the strategy to execution work was positively impacting other aspects including people becoming more collaborative, processes becoming more efficient and technology tools becoming more useful for end-users. In fact, a common refrain from employees on the ground was that the culture had improved.

Hard to believe that capabilities can improve all these areas? It is not surprising given that capability based planning involves figuring out what it will take to succeed from a People, Process and Technology point of view and filling these gaps. This is all about becoming a high performance organization. A simple formula that works.

What challenges are you facing that may be solved through capability based planning?

Note: The views expressed in this blog are my opinions and do not in any way reflect the views of my employer.

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