Guide: when we look at the work of the enterprise objectively, both senior managers and ordinary employees are putting a lot of time and energy on how to do things correctly
Once the enterprise is in the state of strategy implementation, the whole action of the organization is to build such a grand project.
Now, I prefer to stand in a strategic implementation of the height to look at the process. According to the consulting experience of the past ten years, the author systematically summarizes the ten complete steps of the whole process management of an enterprise, as shown in the figure below, aiming to help managers find an effective way to achieve process management, grasp the key points, and maximize the value of process management to enhance enterprise management.
Doing the right thing is as important as doing the right thing. Generally speaking, the right thing to do is a process problem, and the right thing to do is a strategic problem. Strategy is usually a dynamic process, from design to implementation to evaluation, including three integral parts, such a process of strategy implementation is essentially a process problem. So, no matter strategy or process, they are not contradictory in nature, but equally important.
1、 Identify the environment
Environment is a basic prerequisite for the implementation of enterprise whole process management, including internal and external aspects. Through the analysis of environmental factors, we can formulate corresponding process management strategies.
The main internal environmental factors include company strategy, business structure, organizational structure, post allocation, rules and regulations, forms and reports, information level, management culture, team maturity, etc. In an enterprise, if there is no clear standard for these factors, or if there are two paradoxes, there is a process driven upgrading process of internal factors. If there are rules to follow for these factors, the basic work of process management will be more solid and the starting point will be higher.
The main external factors include macro environment, industry environment, policy supervision, technological progress, market environment, market driving, substitution, suppliers, competitors, customer demand, etc. For an enterprise, if the above-mentioned factors cause greater or more prominent challenges to the development of the enterprise, there is a process of changing the organization or business model to adapt to the external environment. Process management can be combined with the adjustment of the organization or business model, and does not need to be carried out in an all-round way. If the impact of the above factors on the enterprise is limited or the challenges are not large in a short period of time, the enterprise is fully capable of accepting these challenges, and the process management can be more comprehensive, at least by streamlining the process to improve customer satisfaction, resolve internal conflicts, improve employee satisfaction and other aspects to make substantive improvement.
2、 Clear objectives
Any management work is for a specific target and a specific object, and process management is no exception.
In short, there are two goals of process management, one is to improve the operational efficiency of the organization, the other is to strengthen the control of the organization. These two goals are not contradictory in actual implementation, neither can they lose control because of the emphasis on efficiency, nor can they affect efficiency because of the emphasis on control. The enterprise as an organization is constantly developing and progressing in this seemingly contradictory framework of incentives and constraints.
The service object of the process can be for different management levels, such as senior, middle and basic level, or for a certain department or system, such as financial department, human resources department, marketing system, etc. The different service objects determine the extent of process level division. For example, if the service object is high-level, the process can be subdivided into two levels. If the service object is middle level, the process generally needs to be subdivided into three or four levels. For a department or system, the process level can even be subdivided into five, six or more levels. The point to be stressed here is that process management is not as detailed as possible. As we all know, management has costs. Any management action will involve the cost of the company to some extent, which will greatly affect the deepening of process management.
In recent years, we have found that in management practice, most of the objectives of process management work will be combined with management themes such as strategy, group management and control, informatization, internal control system, risk management, etc. The process management system derived from internal control and risk management is more clear and perfect in the context. It is more conducive to the understanding, acceptance, promotion and implementation of enterprises in terms of process structure, process expression, systems and forms involved. Moreover, the process system (control activity) itself is to provide services for the accuracy of financial statements, while taking assets into account In terms of security, decision-making effectiveness, activity compliance and other aspects, the practical effect of the system in the industry is obviously better than other systems.
Based on the strict, systematic, advanced and scientific requirements of the whole process management for the construction of the process system, we recommend the process management system based on internal control or risk management first, but we need to combine the characteristics of the process management to amend it.
3、 Establish ideas
The biggest difference between process management and function management lies in the concept.
Process management means to establish the concept of serving customers, while functional management emphasizes more on hierarchy and rules. This is the general rule of management. No matter how you stress the function of service, as long as your organization is a functional organization, you can't get rid of this general rule. However, process management is different. Process management advocates the flattening of the organization, especially after the introduction of new communication tools such as wechat, microblog, mobile communication, etc., there is no technical barrier to the flattening of the organization. Each process can be a small ecology, each process can be a self-organization, and thus the productivity and production relations are active one by one The details of communication and coordination play a complementary role.
The concept of serving customers has two meanings. One is to serve external customers, that is, those who purchase our products and services. This is easy to understand and natural. After all, customers are God. The other is to serve internal customers, that is, those who need our support and output results. No matter what your level is, you should be like
5、 Describe the status quo
After the process architecture and process catalog are determined, the next work is to understand the actual operation status of each process system in detail.
To understand it simply, a process is a continuous process of which people are based on what premise, what resources are input, what activities are provided, and what results are output. Through a series of activity combinations, specific management objectives can be achieved. According to our understanding, at present, there are four ways to describe the current situation of the process in Enterprises: template, data, interview and questionnaire. Template type and data type are suspected of making cars behind closed doors. We will not discuss them here for the moment. Here we recommend interview type and questionnaire type.
6、 Perspective process
Simple understanding, process perspective is to draw flow chart, which is to make those invisible business processes explicit.
There are also many ways to draw flow chart, mainly office software and process specific software. At present, the widely accepted or ideal way to achieve effect is vision tool.
The basic skills of flow chart drawing are as follows:
Start with a high-level process and, if necessary, go to the next level process to clarify the relationship between the processes.
Determine the start and end of each process (keep focus).
Indicate the responsible position for each activity.
Identify key inputs and outputs (documents such as forms, files, etc.).
Use standard flowchart symbols.
Confirm the process and technical improvement opportunities in the process or at the end of each sub process.
The level of detail should be sufficient to identify inefficient activities.
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7、 Focus on key points
If fan fan does something to sprinkle pepper, it is difficult for management to grasp the key points, and so does process management.
Even for the whole process management, it is also necessary to clarify some management priorities in the process, and constantly test in the process, and put forward more valuable management issues, even board issues. Obviously, some problems are solved in the daily discussion and communication, and some problems must be handed over to the company's management for resolution, and those matters submitted to the company's management or even the board of directors for resolution are exactly the focus of our attention.
In the process of promoting process management, we often discuss such a theme with the management. Our work focus is to dilute the drawing of flow chart, but we should pay more attention to the review of business status, improve management measures, improve management efficiency and implementation effect, so as to effectively extract the links that affect work efficiency in the short term, which is very beneficial to promote the Study and formulate management improvement measures in terms of mechanism.
8、 Optimize the process
There are many ways for Coban to understand process optimization. The process optimization I understand has at least three meanings.
The first level is standardization, which is to standardize and make explicit the combination of activities existing in the past, so as to find the legal basis for such activities within the company.
The second layer is formalization or achievement oriented. No matter an activity step or a complete process, there must be input and output, and by continuously improving the output standard, the business ability and level can be gradually improved.
The third layer is informatization. In this era of data activities, our management work should accumulate data as much as possible on the premise of conditions, and make practical actions to improve management work through data analysis. It seems that there is also the shadow of realizing enterprise management through big data. Although we don't know what decisive improvement big data can make to enterprise management and business model, it shouldn't be the restriction for our enterprise organization to embrace big data. We can start from scratch. When big data and enterprise management are truly combined, we can't Yu lost his rhythm completely because he was totally unprepared.
9、 Issue manual
Management is not about fashion, it's about being able to land and sustain.
After the new process is determined, it is necessary to further clarify the process leader. If the management change is vigorously promoted, it can even directly change the hierarchical structure of the management authority, and replace the traditional functional level with the process leader, appoint a group of process managers or process directors, so as to strengthen the status and value of process management.
Leaders and management of the enterprise need to hold a process release meeting to formally issue a new process manual. The promulgation of the new process manual means the basic end of the process design work, and marks the beginning of the process implementation work.
In order to ensure the dynamic adjustment of the initial documents, the trial operation of half a year to a year is generally launched. During the trial operation, all documents can be adjusted, but only if they are problem oriented and business oriented, and it is forbidden to focus on the documents themselves.
10、 Shaping culture
The introduction of any management methods or tools is a new thing for the internal staff. If they want to take root, they must be organically combined with the corporate culture.
When an enterprise decides to start the process management work, it marks the tool of process. This kind of thinking method starts to be rooted in the organization of the enterprise. If it is implanted well, it will take root and sprout. If it is not implanted well, it will wither and die. In addition, we propose that the combination of process and culture does not mean the fundamental shake of mission vision values, but rather the integration of process ideas, methods, policies, etc. into the actual work of management.
Even more directly, when there are any problems in enterprise management, management will propose to use the idea of process