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How can you consolidate gains and produce more change in process design?

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Process design is the art and science of creating and improving workflows that deliver value to customers and stakeholders. But how do you ensure that your process design efforts are not wasted or forgotten after the initial implementation? How do you build on your successes and overcome resistance to further change? In this article, you will learn some practical tips on how to consolidate gains and produce more change in process design, based on the change management fundamentals of Kotter's 8-step model.

本文章的要点总结

Celebrate progress:

Recognizing and sharing small successes can boost morale and fuel momentum for ongoing improvements in process design. It's like a pat on the back that says, "Keep going, you're on the right track!"
Cross-departmental collaboration:

Involve multiple departments in process reviews to uncover hidden issues and foster a culture of continuous improvement. It's like solving a puzzle together—every piece counts!

本摘要由 AI 和以下专家提供支持

Rodrigo dos Santos

Cofundador da Coopartilhe -…

1 Celebrate short-term wins

One of the key steps in Kotter's model is to generate short-term wins that demonstrate the benefits of the new process design and motivate the team and the organization to continue the change journey. To celebrate short-term wins, you need to identify and measure the indicators of progress, such as customer satisfaction, quality, efficiency, or revenue. You also need to communicate and recognize the achievements and the people who contributed to them, using various channels and formats, such as newsletters, awards, events, or feedback sessions. Celebrating short-term wins helps to create a positive momentum, reinforce the vision, and counter the skeptics and the complacent.

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Danyella Louise

Analista de Processos Sr | Green Belt LSS | Gest?o de Projetos ágeis | BPM | Scrum | Melhoria Contínua
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Mais do que identificar os Quick Wins, reportá-los da maneira correta é crucial. é possível que determinada iniciativa leve mais tempo que o esperado, de maneira a passar a impress?o de que nada está ocorrendo. Isso impacta no engajamento das áreas envolvidas e pode levar a ruídos de comunica??o. Portanto, reconhecer e reportar os pequenos ganhos de maneira a trazer visibilidade (e, principalmente, rastreabilidade) a estes marcos pode ser a resposta para n?o "deixar a peteca cair". No que diz respeito a esses reportes, existem diversas formas de executá-los, desde as mais sofisticadas às mais simples. Como exemplo, cito a ideia de um único slide para cada iniciativa que indique status, previs?o, próximos passos e marcos intermediários.

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2 Anchor new approaches in the culture

Another crucial step in Kotter's model is to anchor the new process design and the associated behaviors and values in the organizational culture. This means that you need to align the process design with the mission, vision, and strategy of the organization, and ensure that it is supported by the leadership, the policies, the systems, and the incentives. You also need to embed the process design in the daily routines and habits of the team and the organization, and make it part of the learning and improvement cycle. Anchoring new approaches in the culture helps to sustain the change, prevent backsliding, and create a culture of innovation and excellence.

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Swati Damani

Regional IT Manager for COF AMERICAS at Siemens Financial Services at Siemens | Driving Digital Transformation | Out of the box thinker | Coach and mentor | Process First
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One thing I have found extremely impactful is having focus on why? Why the process is certain way today (history)?, why we need / want to change it ?, and why now? Openly discussing these provides understanding and common foundation and acts as an effective change starter.

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Edson Dur?o

Executivo de RH | Gestor de Carreira | Outplacement Advisor | Consultor de RH | Psicólogo
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Questione o conhecimento inserido no processo à partir dos resultados colhidos. Fa?a isso sempre e evolua seu processo. Em paralelo, transforme conhecimento em habilidade e resultado. Ai chegue à competência e evolua o profissional.

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3 Empower action and remove barriers

To consolidate gains and produce more change in process design, you also need to empower your team and the organization to take action and remove any barriers that may hinder the adoption and adaptation of the new process design. This means that you need to delegate authority and responsibility, provide resources and support, and encourage experimentation and risk-taking. You also need to identify and address any obstacles or conflicts that may arise from the process design, such as technical, structural, cultural, or political issues. Empowering action and removing barriers helps to foster a sense of ownership, engagement, and empowerment among the team and the organization, and enables them to overcome challenges and seize opportunities.

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Lawrence Ekunwe

Energy Manager @ E.ON UK || Former Aston University KTP Associate || Sustainability & Process Improvement
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Two significant barriers to new process design are: 1) Fear of resistance, and 2) Fear of mistake or failure. How can they be tackled? i) Implement the change in a small part of the process to demonstrate the positive impact it will have before rolling over to every other part of the process. This should involve the people who make up that process. ii) Formalise the new changes as part of the operating standard of the process, as this will mandate compliance for those involved in the process. iii) Introduce “Poka-Yoke” in the new process design to make it mistake proof. This will eliminate fear from the persons implementing change as the system will automatically block any action that has the tendency compromise the entire process.

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Edson Dur?o

Executivo de RH | Gestor de Carreira | Outplacement Advisor | Consultor de RH | Psicólogo
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Uma equipe qualificada deve estar alinhada com o processo e entender o que esse pode entregar em termos de resultados. Ent?o partimos para a excelência quando ultrapassamos as barreiras dos procedimentos.

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4 Set new goals and pursue continuous improvement

Finally, to consolidate gains and produce more change in process design, you need to set new goals and pursue continuous improvement. This means that you need to monitor and evaluate the performance and the impact of the new process design, using data and feedback from customers, stakeholders, and team members. You also need to identify and prioritize new areas of improvement or innovation, based on the changing needs and expectations of the market and the organization. Setting new goals and pursuing continuous improvement helps to maintain a high level of quality, efficiency, and value in the process design, and to create a culture of learning and growth.

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Danyella Louise

Analista de Processos Sr | Green Belt LSS | Gest?o de Projetos ágeis | BPM | Scrum | Melhoria Contínua
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A consolida??o de ganhos de Processos que considere mudan?as no design dos mesmos também pode ser atrelada à defini??o de novas metas, que aborda fatores como identifica??o de lacunas, especifica??o de objetivos mensuráveis (pode-se utilizar a metodologia SMART), alinhamento com a vis?o estratégica da organiza??o e envolvimento das partes interessadas. Estes pontos conversam com a Melhoria Contínua, que busca alinhar tudo isto à cultura organizacional, ao feedback e aprendizado, ao foco na inova??o e ao acompanhamento e avalia??o dos processos.

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5 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Rodrigo dos Santos

Cofundador da Coopartilhe - Compartilhando Solu??es | Fundador da Royal Estratégia & Design | Top Voice LinkedIn Design de Processos e Automa??o de Processos | Eficiência Operacional | Cooperativas de Crédito | Professor
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Nós, como profissionais de processos, devemos sempre incentivar a contribui??o interdepartamental. Lembro de um caso alguns anos, quando analisei um processo de pagamento dentro da minha área. A análise do time pareceu trágica, e a responsabilidade parecia completamente dessa nossa área. No entanto, descobrimos que uma das atividades do processo atividade "nascia" na área Fiscal e essa área estava entregando uma das etapas com falha. O maior aprendizado aqui veio da reuni?o que fizemos com todos os envolvidos: contas a pagar, contábil, fiscal e compras. Descobrimos o erro no processo, com o apontamento tendo sido realizado pela própria área Fiscal. A abordagem interdepartamental ajuda a quebrar silos e incentivar a melhoria contínua.

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How can you consolidate gains and produce more change in process design?

1

2

3

4

5

1 Celebrate short-term wins

2 Anchor new approaches in the culture

3 Empower action and remove barriers

4 Set new goals and pursue continuous improvement

5 Here’s what else to consider

Process Design

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How can you consolidate gains and produce more change in process design?

1

2

3

4

5

1 Celebrate short-term wins

2 Anchor new approaches in the culture

3 Empower action and remove barriers

4 Set new goals and pursue continuous improvement

5 Here’s what else to consider

Process Design

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