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Orchestrating Effective Business Processes for Optimal Performance

Explore the coordination of capabilities, incentives, connections, goals, and standards in managing business processes. Learn about deep structure, process dependencies, and the importance of cultivating distributed leadership. Discover principles for effective cultivation and enhancing creativity.

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Orchestrating Effective Business Processes for Optimal Performance

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  1. Strategy #10

  2. Coordinating Activities • Command & Control versus Coordinate & Cultivate • Coordination of: • Capabilities • Incentives • Connections

  3. Goals and Standards • Goal setting approaches • Facilitator • Orchestrator • Standards • Less important in centralized hierarchical organizations. Why? • Standards enable flexibility by routinizing the unexceptional

  4. Process Architectures • Analogous to product architectures • Plug-and-play processes • Process representation • Enable process outsourcing • Process management • Aimed at managing higher-level objectives

  5. Deep Structure of Business Processes • Analogous to the ‘deep structure’ of language • Surface mapping (traditional) of processes is too rigid specifying ‘how’ the process is to occur and often aiming to automate the process • Deep structure focuses on dependencies • Management of the process is left the discretion of process workers or managers

  6. Process Dependency (Flow) • One activity produces a resource used by another activity. Resource Activity Activity

  7. Process Dependency (Sharing) • Multiple activities use the same resource Activity Resource Activity

  8. Process Dependency (Fit) • Multiple activities jointly produce the same resource Activity Resource Activity

  9. Managing Processes = Managing Dependencies • Can be centralized or decentralized • Must insure that you get the right thing to the right place at the right time (“Play the game right”) • Process participants must understand process goals and incentives • Process participants must have information about the dependencies

  10. Consulting Firm Example • Project orientation – Activity • People resources • Knowledge resources • Reputation resources

  11. Sharing People among Projects • How are people grouped? • How does sharing occur? • How are group managers chosen? • What are the incentives for sharing people?

  12. Sharing Knowledge among Projects • What structures are used for sharing knowledge? • Who maintains the structures? • What are incentives for sharing knowledge?

  13. Checking and Controlling Final Products and Services (Assuring Reputation) • When are things checked? • Who does the checking? • How are checkers selected?

  14. An Interesting Question • In your organization, what percentage of the intelligence and creativity of its people does your own organization actually use?

  15. Principles for Cultivation • Harness people’s natural tendencies • Let a thousand flowers bloom • Encourage cross fertilization • Encourage improvisation

  16. Capabilities for Distributed Leadership • Visioning – creating an image of something deeply important to you • Sense-making – explaining the shared environment • "Chaos is just order undeciphered" - The Book of Contraries • Inventing – problem solving and brainstorming • Relating – the importance of dialogue

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