How can your process management framework be flexible to new approaches?

In my experience working with a large Bank, it was clear the process framework should be flexible to cater to different types of business processes (retail, corporate) in the organisation. The devil is in the details and with each of the process that we picked up for reengineering brought in a distinct kind of perspective. The flexibility of the framework used enabled to address each of the processes appropriately.

My past success in working with all levels of management (manufacturing and R&D ) is to ask the to think out of the box and learn a new paradigm.

Here are some ways a process management framework can be flexible to accommodate new approaches: Use non-prescriptive modeling languages that don't force rigid structures. This allows processes to evolve organically over time. Focus on capturing as-is processes without judgment, then surface opportunities for improvement separately. Don't mandate changes prematurely. Empower process owners to modify definitions as needed without bureaucratic approvals. But do have governance around major revisions. Design processes hierarchically so specific tasks can adapt without disrupting the overall flow. Higher levels provide stability while lower levels innovate.

Using a flexible framework in process management is crucial for adapting to the ever-changing dynamics of business environments. Firstly, flexibility allows organisations to respond swiftly to market shifts, technological advancements, and customer demands. Flexibility fosters scalability, enabling processes to grow and evolve alongside the organisation. A flexible framework promotes continuous improvement and optimisation. By regularly evaluating and adapting processes, organisations can identify inefficiencies and implement enhancements to drive productivity and quality. This iterative approach fosters a culture of innovation and efficiency, enhancing competitiveness and sustainability in the long term.

Use a hierarchy of procedural levels. The lower levels will be the ones most subject to change, and least worthy to document. Higher levels won't fluctuate as much and are more worthy to document. When change happens, seek to change only the lowest levels possible in your framework's hierarchy.

The easiest way to create something like this is via the MVP mentality. "What is the minimum criteria for success?" Could be specific deliverables/templates, but generally should be thought of in questions needing to be answered (what problem are we solving?, how do we know we are successful?, how will we measure? etc.) and whatever document is necessary to answer those questions should be viable. Some PMs or stakeholders like docs, some like decks, some like BPMs, some like mockups. Whatever best communicates the problem and proposed solution should be available for use without being dogmatic.

When creating a sense of ownership, we need to understand that we cannot delegate responsibility. We can only delegate the authority to perform a task or job. The delegate needs to accept the responsibility that comes with that delegation of authority. In so doing, they are taking ownership of the process.

Flexibility in a process management framework requires a certain openess to change from the main stakeholders and to foster a culture of continuous improvement and innovation within the organization. We must encourage feedback from users and stakeholders, and be open to making adjustments to the framework based on their input and emerging best practices

In my experience, process development projects avoid recognizing the 'real' processes and focus on a sort of idealized process. This is largely because it is easy to estimate the cost of adding flexibility and it is hard to estimate the cost of workarounds and poor process quality that impact the business when the main systems does not meet the operational needs. Flexibility must be a strategic goal - it can not be justified tactically. Maybe build in a feature to report process capability gaps in real-time - a button that says " I wish I could do this here, but it is blocked in the process." Evaluate these and add those capabilities as ongoing enhancements. Most of all build a culture that values feedback and customer satisfaction.

As a construction company owner specializing in manufacturing facilities, I’ve learned that embracing uncertainty and ambiguity is not just a strategy but a necessity for innovation. In our industry, where every project brings its own set of challenges and unknowns, viewing these elements as opportunities rather than obstacles allows us to push the boundaries of what’s possible. Acknowledging risks, adapting to changes, and valuing both successes and lessons from failures are critical. This mindset not only drives our projects forward but also fosters a culture of continuous improvement and creativity within our team.

Life and work are a balance of opportunity and risk. Opportunities always come with risk. How we manage risk establishes that balance. Do your research. Identify your risks. Estimate their impact on your process. This will establish the priorities required to manage them.

Before a framework can exhibit flexibility, it must rely on data collection to inform its adaptability. Measuring key process metrics provides the necessary insights for adjustments. Incorporating feedback loops ensures that real-time information guides ongoing improvements.

Monitoring for the results of each action or change allows awareness and the opportunity to make changes. Statistics/data are the best way to make comparisons, and allow decisions based on real data rather than someone's feelings.

To make a process management framework flexible to new approaches, keep it modular so that parts can be easily changed. Regularly review and update it based on feedback and changing needs. Encourage team collaboration and diverse input in decision-making. Use technology to automate and make adjustments quickly. Keep an eye on performance data to ensure the framework stays responsive to new ideas and approaches in the business environment.