Process Oriented Change (POC): A lifeline for change management

Abstract

In the realm of process methodologies and business process analysis, an unmet opportunity exists for enhancing project success. This paper posits that the root cause of project failures is not primarily attributable to technical shortcomings, a common scapegoat, but rather to the absence of a comprehensive business delivery framework grounded in data-driven processes. This novel approach, tentatively referred to as Process Oriented Change (POC), offers the potential to address the multifaceted challenges prevalent in contemporary change management practices.

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Introduction

In the ever-evolving landscape of business solutions, it's easy for organisations to be seduced by the allure of software promising to resolve a myriad of operational challenges – from addressing dropped orders to vanquishing the spectre of phantom billing. While I won't dispute the merits of these software providers' claims, I'm here to shed light on an unspoken truth, the proverbial elephant in the room, which they tend to gloss over. Why do they sidestep this crucial issue? Simply put, because addressing it would unveil a realisation that may come as a surprise: you might already possess the tools needed to overcome your business hurdles, without the need to invest in their shiny, new software offerings.

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Problem

Despite common assertions that businesses focus on outcomes, a deeper examination reveals a pervasive issue. Many organisations prematurely define their desired outcomes based on preconceived solutions, often driven by software vendors or persuasive sales representatives. The fundamental problem lies in the fact that a substantial portion of these business challenges remains undocumented and unarticulated. Consequently, project teams and solution providers operate in a vacuum, disconnected from the genuine needs and expectations of the business.

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The crux of the matter is that the technology itself is seldom the source of the problem. Rather, it stems from the business's lack of a clear vision of the intended outcome. Essential questions, such as what defines success for them and what constitutes an optimal customer journey, often remain unaddressed.

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Compounding this issue is the propensity for different business units to independently develop their own solutions for identical problems. It's not a matter of right or wrong; instead, these disparate approaches stem from individual perspectives and result in a critical oversight of alternative viewpoints within the organisation. This fragmentation further complicates the pursuit of effective, holistic solutions.

Solution

Process Oriented Change (POC) offers a transformative approach akin to the principles of Service Oriented Architecture (SOA). POC focuses on component-based development, where the emphasis is placed on business capabilities rather than isolated, autonomous business areas. In contrast to siloed organisational structures, POC advocates for an enterprise-wide perspective, recognising the interconnectivity and shared use of capabilities, such as 'Business Analysis,' 'Bid Management,' or 'Supplier Management' across various departments within an organisation.

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Benefits of Process Oriented Change (POC)

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1.???? Speed: POC enables the rapid creation of new processes, significantly reducing the time required for process development. This agility ensures organisations can adapt to changing demands swiftly.

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2.???? Efficiency: By reusing the lowest-level components across various processes, POC promotes efficiency. It allows organisations to leverage repeatable processes used enterprise-wide, reducing redundancy and streamlining operations.

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3.???? Cost Savings: The efficient component-based approach of POC results in lower process engineering costs. Less time and resources are spent on process development, translating into cost savings for the organisation.

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4.???? Governance: Standardisation is a core tenet of POC. This ensures that the organisation can maintain control over its processes and prevent the creation of isolated "cottage industries" or process outliers. Consistency and governance are achieved, enhancing overall management.

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5.???? Management Information: POC empowers organisations to embed Key Performance Indicators (KPIs) into processes as reusable components. This, in turn, enables real-time reporting on process effectiveness and the identification of inefficiencies. Data-driven decision-making becomes more accessible and impactful.

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6.???? Agility: With POC, organisations gain the flexibility to update individual components, which can have a global impact. This agility facilitates the rapid deployment of process changes to align with shifts in strategy or emerging customer trends.

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7.???? Automation: Standardised processes are inherently easier to automate. The component-based approach simplifies the creation of workflows, allowing organisations to assemble complex processes from modular components. This paves the way for seamless integration of automation into business workflows.

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8.???? Integration with SOA: POC harmonises with Service-Oriented Architecture (SOA), as services can be constructed at the process level. This integration enables organisations to efficiently develop services that facilitate the delivery of internal and external processes. The alignment with SOA enhances overall interoperability and adaptability in a technology-driven environment.

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The Case Study: A Problem and Its Resolution

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Consider a real-world challenge within an organisation. The initial request appears straightforward: implementing software to automatically close service tickets resolvable by users themselves. However, POC invites us to delve deeper into the issue and uncover the root cause. The apparent request conceals underlying complexities:

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Inadequate Resource Handling: The organisation cannot cope with the overwhelming ticket volume due to insufficient human resources.

Resource Deficiency: The department lacks the necessary workforce.

Financial Shortfall: Funding for the project was not allocated in the business case.

In essence, the fundamental problem lies in the inadequacies of the business case itself. While software might offer a temporary fix, it doesn't address the underlying resource issues. In fact, it may introduce new complications, tarnishing the team's reputation and perceived value.

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In this hypothetical scenario, let's assume the organisation recognises the problem with the business case, secures the required funding, and opts to expand their team. Now, how does this solution unfold from a process perspective?

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The process unfolds as a sequence of 26 steps (appendix A), each representing a sub-process or 'component.' In the context of SOA, these can be thought of as services that collectively form an end-to-end process. Here, the focus isn't solely on creating a process flow but rather on treating each step as a reusable element. 'Prepare the business case,' for instance, becomes a standardised process that can be incorporated into any business process where needed. This modular approach facilitates the rapid creation of new processes with built-in controls, leveraging existing, controlled sub-processes.

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Efficiency through Component Reusability: A Paradigm Shift

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The concept of business processes and sub-processes is not novel, nor is the existence of process catalogues within organisations. The key challenge lies in determining how to leverage these catalogues effectively when they exist and are maintained.

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Traditionally, the process catalogue serves as a reference point for internal users to understand how the organisation prefers activities to be executed. POC takes it a step further. It envisions a world where each sub-process (component) is treated as a reusable entity in the creation of business processes. In simple terms, 'Prepare the business case' becomes a standardised building block that can be integrated into any process, enabling the swift development of new processes with consistency and governance, thus driving efficiency throughout the organisation.

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Conclusion

Process Oriented Change (POC) presents a paradigm shift in the way organisations conceptualise, construct, and optimise their business processes. By embracing the component-based efficiency model, businesses can unlock the potential for agility, scalability, and improved operational performance while efficiently harnessing their existing capabilities and technology.

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If you are interested in learning more about POC, please contact us at [email protected] We would be happy to discuss how POC can help your business to implement change more effectively and efficiently.

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Appendix A

Process steps:

1.???? Prepare the business case

2.???? Submit the business case

3.???? Get approval for the business case

4.???? Increase department headcount

5.???? Adjust department finances

6.???? Identify the skills gap

7.???? Define the resource need

8.???? Get approval to recruit

9.???? Produce the job description

10.? Get job description approved

11.? Produce the job advert

12.? Get the job advert approved

13.? Advertise the job internally

14.? Advertise the job externally

15.? Qualify the applicants

16.? Close the job advert

17.? Interview the candidates

18.? Make a job offer to a candidate

19.? Notify HR of candidate decision

20.? Vet the candidate

21.? Confirm start date

22.? Organise site access

23.? Organise IT access

24.? Organise IT equipment

25.? Organise orientation

26.? Organise payroll

27.? Organise training

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