BPM or a process model is often the first step in a program of organisational improvement. Until you know what you’re doing now (or supposed to be doing) you cannot make an analysis, form a plan on how to improve or decide on what you should be doing.
However, it also has impact on individual employee performance. Employees that feel valued, and empowered perform better and have the power to turn companies around.
A good business process model can contribute to employees self value and self empowerment.
Feeling like part of the group can make even the most mundane tasks seem valuable and worth doing well.
-Emily Esfahani Smith
Feeling part of a team is an important aspect of self value. Sometimes it is not obvious how an individual’s task or work fits into the overall scheme. This is especially understandable in supporting disciplines which are not part of the main value adding process of an organization.
Being able to visually see how ones task fits into the overall companies value chain can not only assist in demonstrating its value and importance to the task owner, but also ensures that other members of the team understand the contribution to their tasks and to the overall value chain.
Intention is one of the most powerful forces there is. What you mean when you do a thing will always determine the outcome.
The power of intention is often overlooked in the workplace. When intentions are aligned, the power of the team is enhanced. The intention of the process is not necessarily the same as the intention of each task that make up the process, resulting in mis-alignment within the team, diluting its power.
For example, the intent of the procurement process is “to buy the cheapest product that fulfils the specification and quality requirements”.
Each person working within that process will perform their work to comply with this intent. So for example, the person specifying the product will do so in such a way to ensure quality and so include a safety margin. When evaluating the incoming quotes, the cheapest supplier may not be selected as their quality is suspect. This can often result in a vastly over specified product with the subsequent increase in price.
Each sub process making up the overall end-to-end process should therefore clearly indicate the intent of that sub process. So, in the case of the specification, the intent should be to indicate the minimum mandatory requirements required for performance. Similarly, the intent when selecting the supplier should be the cheapest supplier fulfilling the minimum mandatory requirements as specified. Then a proper evaluation can be done and a single margin can be set to ensure suitable quality of the product, without over design.
A good process model which is hierarchically designed clearly indicates each task, as well as the intent of each sub-process and their contribution to the overall end to end process and is the first step in employee value and empowerment.
Good interaction in terms of communication and teamwork is still required, but a well designed model provides the starting point for high quality interactions.