When it comes to business transformation, every organization needs to consider how they use people, processes and technology – the famous three-pronged framework.
It boils down to how the three elements interact. The people do the work. Processes make this work more efficient. Technology helps people do their tasks and also helps streamline the processes.
In an ideal scenario, businesses can achieve organizational efficiency by balancing the three and optimizing the relationships between people, processes, and technology.
Where do organizations get it wrong?
Businesses tend to overfocus on the technology side of things – businesses throw new technology and fancy tools at their problems. However, technology is only as effective as the processes utilizing it and the people who handle it. Organizations might even invest in the right people to drive the technology, but the lack of robust processes that can handle complexities becomes the issue.
If organizations don’t implement strong processes, the actions of the people component will be highly ineffective. They’ll also waste a lot of the value delivered by technology.
So while organizations get the people and technology components right, for the most part, they get processes wrong and as a result, don’t derive the desired outcomes from their business transformation objectives
Does this sound familiar?
How can organizations improve their processes?
Establishing a Business Process Management capability is the starting point in creating a continuous improvement capability and mindset within the organisation. Business Process Management can give the business the opportunity to benchmark and identify improvement opportunities.
Before rushing to fix the ‘leaky bucket’, organizations should undertake a best practice diagnostic that encompasses structured methods for identifying and modifying existing processes by aligning operations to core competencies. This diagnostic study should benchmark current processes against best practices, identify the non-core and non-value added activities and transform to a future state streamlined process – at Sundaram Business Services we call this the Business Process Study.
When our clients undertake a Business Process Study with Sundaram Business Services, we are collectively able to analyse “process capability”, which then helps to prioritise the processes, focussing on where there is greatest business improvement opportunity.
A well-mapped process can help identify process costs and the costs of the process variations. Comparing this data across various processes helps identify the high impact business processes.
Our clients use this initial ‘break the ice’ discussion to help us understand their current process-related issues. It also gives businesses the opportunity to share their questions and get clarity on how we approach business process management.
If business transformation and improving your organization’s overall performance is a priority, then let’s start the conversation.
What our clients say
James Edmonds – COO at Powerwrap
“They are really switched on in terms of being able to understand what our process are and not simply taking a process and doing it without a sort of questioning and having any insights.
In terms of the reason why we see SBS as our partnership is exactly that is any partner that you have within business you want to be able to have shared set of values.
Quite frankly SBS have been very proactive about offering additional services and helping us understand how we can actually build better efficiencies within the organization.”
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