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What mistakes do you need to avoid when mapping processes for strategy alignment?

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Process mapping is a powerful tool for aligning your business strategy with your operational activities. It helps you visualize how your processes work, identify gaps and inefficiencies, and improve your performance and customer satisfaction. However, process mapping can also be a source of frustration and confusion if you make some common mistakes. In this article, we will discuss what mistakes you need to avoid when mapping processes for strategy alignment and how to overcome them.

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Joan Gomà Rebasa

PMO Lead at ALTEN | MBA, Digital Business Management | Product Portfolio Management

1 Mistake 1: Not defining your purpose and scope

Before you start mapping your processes, you need to have a clear idea of why you are doing it and what you want to achieve. Are you mapping your processes to align them with your strategic goals, to optimize them for efficiency and quality, to standardize them across your organization, or to comply with external regulations? Depending on your purpose, you will need to choose the appropriate level of detail, scope, and perspective for your process maps. For example, if you are mapping your processes to align them with your strategy, you will need to focus on the value-added activities that support your strategic objectives and the key performance indicators that measure them.

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Joan Gomà Rebasa

PMO Lead at ALTEN | MBA, Digital Business Management | Product Portfolio Management
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One crucial mistake to steer clear of is not defining your purpose and scope adequately. This oversight can lead to ambiguity and inefficiency in the mapping process, potentially derailing the alignment with strategic objectives. Before delving into mapping, it's essential to clearly articulate why you're undertaking this endeavour and what specific outcomes you aim to achieve. Whether it's aligning processes with strategic goals, enhancing efficiency, ensuring compliance, or standardizing operations, a well-defined purpose will guide the mapping efforts towards the desired results.

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2 Mistake 2: Not involving the right people

Process mapping is not a solo activity. It requires the input and feedback of the people who are involved in or affected by the processes you are mapping. These include your process owners, performers, customers, suppliers, and stakeholders. By involving them in the process mapping exercise, you can ensure that your process maps reflect the reality and the needs of your organization, not just your assumptions or preferences. You can also gain their buy-in and support for any changes or improvements that you propose based on your process maps.

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Joan Gomà Rebasa

PMO Lead at ALTEN | MBA, Digital Business Management | Product Portfolio Management
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Another critical mistake to avoid when mapping processes for strategy alignment is not involving the right people. Process mapping is a collaborative effort that necessitates input from individuals who have direct involvement or influence over the processes being mapped. This includes process owners, performers, customers, suppliers, and other relevant stakeholders. Failing to engage these key stakeholders can result in incomplete or inaccurate process maps that do not fully capture the intricacies and nuances of the operations. Furthermore, involving stakeholders fosters a sense of ownership and commitment to the mapping process, increasing the likelihood of successful implementation of any proposed changes or improvements.

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3 Mistake 3: Not following a standard notation

Process mapping is a form of communication. It uses symbols, shapes, colors, and labels to represent the elements and flows of your processes. However, if you use different or inconsistent notations for your process maps, you will create confusion and misunderstanding among your audience. Therefore, you need to follow a standard notation that is widely recognized and accepted in your industry or domain. For example, you can use the Business Process Model and Notation (BPMN) for business processes, the Unified Modeling Language (UML) for software processes, or the International Organization for Standardization (ISO) standards for quality processes.

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4 Mistake 4: Not validating and updating your process maps

Process mapping is not a one-time activity. It is an ongoing process that requires validation and updating. You need to validate your process maps by testing them against the actual performance and outcomes of your processes. You can use data, observations, interviews, surveys, or audits to verify that your process maps are accurate and complete. You also need to update your process maps whenever there are changes in your processes, such as new requirements, regulations, technologies, or best practices. By validating and updating your process maps, you can ensure that they remain relevant and useful for your strategy alignment.

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Joan Gomà Rebasa

PMO Lead at ALTEN | MBA, Digital Business Management | Product Portfolio Management
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Process mapping is a dynamic activity that necessitates continuous assessment and refinement to maintain accuracy and relevance. Validating process maps involves testing them against real-world performance and outcomes, utilizing various methods such as data analysis, observations, interviews, surveys, or audits. This ensures that the mapped processes accurately reflect current practices and outcomes within the organization.

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5 Mistake 5: Not using your process maps for action

Process mapping is not an end in itself. It is a means to an end. The ultimate goal of process mapping is to use your process maps for action. You need to use your process maps to identify and prioritize the areas of improvement, to design and implement the solutions, and to monitor and evaluate the results. You also need to use your process maps to communicate and collaborate with your team, your management, and your stakeholders. By using your process maps for action, you can achieve your strategy alignment and enhance your business performance and customer satisfaction.

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6 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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What mistakes do you need to avoid when mapping processes for strategy alignment?

1

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3

4

5

6

1 Mistake 1: Not defining your purpose and scope

2 Mistake 2: Not involving the right people

3 Mistake 3: Not following a standard notation

4 Mistake 4: Not validating and updating your process maps

5 Mistake 5: Not using your process maps for action

6 Here’s what else to consider

Business Management

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What mistakes do you need to avoid when mapping processes for strategy alignment?

1

2

3

4

5

6

1 Mistake 1: Not defining your purpose and scope

2 Mistake 2: Not involving the right people

3 Mistake 3: Not following a standard notation

4 Mistake 4: Not validating and updating your process maps

5 Mistake 5: Not using your process maps for action

6 Here’s what else to consider

Business Management

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