Process And The CEO

Brad Power’s latest HBR blog Putting Process On The CEO’s Agenda is nicely grounded in C-Level realities – but it reflects today’s mainstream thinking, not the rapidly emerging future.

The current orthodoxy sees process improvement as being about projects. That’s fine – but in practice the project mentality has significant limitations. Re-use is minimal: when project teams disband, things are filed away and not maintained (ie lost and have to be re-created by the next team). Often the handover to the line at the end of the project is poor. And because projects are modular, they may just shift costs around the business rather than truly reduce them.

Small wonder then that, according to McKinsey, many cost-reduction programs (and let’s be honest, many process improvement projects are focussed on cost reduction) are “illusory, short lived, and at times damaging to long-term value creation”. McKinsey’s research concluded that only 10% of cost reduction programs show sustained results three years later.

The future belongs to a conception of process improvement that is far wider. It’s about an enterprise culture of continuous excellence (to borrow the term that NestlĂ© has coined).

In this perspective, there may be a wide-ranging portfolio of process improvement projects running at any one time. Some will be minor short-term improvement projects arising from operational experience at the grassroots. Some will be major projects involving organizational re-structuring and substantial software implementations to support new global processes.

But they are all linked to an engagement with continuous improvement that runs right through the organization at every level. And it’s this engagement which is the key to the adoption of change and to sustainable gains.

In this context, the CEO and the senior exec team have two crucial leadership roles:

1. To walk the talk, encouraging and rewarding commitment to an enterprise culture of continuous improvement

2. To empower and mentor a center of excellence that defines, and manages the evolution of, the methodologies, tools and governance framework that orchestrate continuous improvement across the enterprise and its ecosystem.

SHARETweet about this on TwitterShare on LinkedInShare on FacebookShare on Google+Pin on PinterestDigg thisShare on RedditShare on TumblrShare on StumbleUponEmail this to someone

Mike Gammage is VP and Principal Consultant at Nimbus Partners. Mike has worked in performance improvement consulting, and more recently the BPM space, for more than two decades. He is particularly interested in the overlap between two very dynamic worlds: BPM and perfomance improvement (the drive across all industries to standardise, improve and automate) and sourcing and the virtualisation of the enterprise (the drive to create more flexible and lower-cost service solutions through outsourcing, offshoring and shared services). In either case, Mike believes the enterprise needs a single source of truth about its end-to-end business processes, as well as a framework for the design and implementation of change. It also needs to connect the end-user and all other stakeholders to ensure the adoption of change. These are the keys to sustainable transformation and continuous improvement.