Process Development

Sometime’s there’s nothing at all, and you need to develop a process from the ground up.

When people are committed and accountable to that process, you can work to improve it.

Sustaining those improvements and controlling implementation and rollout requires change management discipline.

What you build depends on what you need.

I love doing process development work, because it’s all about helping people figure out how to do their work. There are lots of frameworks for development, and while the language varies across disciplines (design, project management, manufactured good product development, software development), the work is the same: asking questions. You can build a beautiful process with automatic workflow and notification emails — and it can even be exactly what was asked for! — but if it doesn’t do what it needs to do, nobody’s going to use it.

I am always looking for how to make it easier for people to do the right thing than to do the wrong thing.

Here’s a case study about developing a business process when there’s nothing in place at all, starting from zero (this deck is also included in this post I wrote about process development). Empathy and influential leadership are keys not just to building processes that meets all stakeholder requirements, but to facilitating adoption of new processes, and to strengthening employee relationships by illuminating team inter-dependencies.

Everything is connected, and if we find out how, we can make far superior tools and processes.

Click on the arrows or the slide itself to advance the deck.

This case study is about business process improvement (this deck is included in this post I wrote about change management), focused on making improvements to a component of the product development process — identifying issues, analyzing gaps, making tools to address the issues, building alignment, communicating risks, and measuring results.

Click on the arrows or the slide itself to advance the deck.

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