Progress and Process

Retaining a place in the market is anchored to cohesive planning and refined processes. It’s not only what you intend to do that matters, it is also how you do it. Plan to do it, but also plan to do it well (process). Planning to do it well (process) will empower your ability to do it again (progress). In effect, process is an engine for progress and progress is highly dependent on process.

It is within this context that added organizational value is best understood and applied. In fact, the very notion of process naturally carries with it the idea of adding value or eliminating inefficiencies. Where processes consume value, action is required as they will invariably result in waste. Processes that consume value should consequently be eliminated to avoid compromise and value-loss.

Important in this regard is a full appreciation that inputs and outputs within any organization are driven by processes. More importantly, is the fact that between inputs and outputs are often a myriad of processes that can make or break an organization. It is for this reason that process modelling should never be done in isolation to both internal and external factors and stakeholders. The SIPOC Model is an excellent framework for driving this type of process review.

That being said it is of absolute importance that processes are constantly reviewed, refined and redefined where required as Effective Process Management is unquestionably indispensable to business stability and improved opportunities for best management of economic and other systemic changes.

Investing in and developing the skills to define, analyze, monitor and engage in continuous process improvements that drive high-performance and the accomplishment of meaningful outcomes, is therefore a career investment with long-lasting, multi-dimensional returns.

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