How do you know when to reengineer a process? I get this question posed to me during every engagement, usually about a specific process, and mostly from company executives and managers whose business has stagnated. As people start to view processes as a critical success factor for business, they naturally want to improve their processes to better fit their way of managing the business.
Business management is process management. If your management style does not include process management in your organization, it should.
Here are some factors to mull over when deciding how to handle a process change:
You must question each step of your process. Getting down to whether or not each step adds value to the overall process, is a painstaking process in itself. Ask yourself when deciding to reengineer, whether you have the knowledge, the time, and the patience to walk through all the steps one by one, probably with multiple groups multiple times. While your department, division or management group may have something to gain, another group may end up feeling like they lost. Remember, just because you have figured it out and realize great savings can be had, your peers and associates may well take some hard convincing. So improve that process when you see huge gains from cutting or mutating many steps, when your change may make the difference between success and failure, or when adopting a new technology will allow you to leapfrog your current, out of date, processes.