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People and organisationProcesses

Processes that put your strategy into practice

A strategy only takes hold when the work itself changes. New propositions, growth targets or a different way of serving customers all call for processes designed around them. The Next Organization translates your strategy into the core processes that matter most.

Sound familiar?

The strategy is set, but the way of working has not changed
Work takes detours and passes through too many hands
Departments or branches each do the same work in their own way
How the work gets done lives in the heads of a few people
Lead times are long, but nobody knows where things get stuck
Customers notice that departments are not joined up

From strategy to ways of working

Not every process matters equally to your strategy. We start with the processes that deliver on your direction, such as customer service or the route from quote to delivery. For each core process, we look at six elements.

Six elements of a core process

Purpose

What the process needs to deliver for your strategy and your customer
Route

The steps from request to result, including handovers and waiting times
Owner

Who looks after the process as a whole and has the authority to improve it
Way of working

Which agreements are fixed, and where there is room for a tailored approach
Systems

Which steps deserve digital support or automation
Steering

Which KPIs show whether the process is doing what it should

Work first, technology second. Technology cannot fix a process that is broken. If you automate it anyway, you simply hide the errors inside a system.

No process stands on its own. Who owns it depends on the roles and decision rights in your Organisational design. The systems that support the work belong to your IT landscape and Digitalisation and automation.

What you get

You get core processes that put your strategy into practice, each with an owner and KPIs linked to your goals. You know which steps you can automate and what that will deliver. And your people have more time for the work that matters to customers.

Frequently asked questions

Which processes should you tackle first?

Start with the processes that contribute most to your strategy or that customers notice directly. That is often the route from quote to delivery, or from a reported issue to its resolution. Also look at where most time is lost or most mistakes are made today.

When should you automate a process?

When the process is stable and recurs frequently. A process that is still changing or relies on exceptions is better standardised first. Otherwise you automate the problems along with it.

Who owns a process?

Someone who oversees the whole process and has the authority to decide on improvements. Often this is a manager from the department most affected by the process. That owner is also responsible for the process KPIs.

How do you map business processes?

Walk through the process with the people who do the work, from the first request to the result. For each step, note who does it, how long it takes and where it waits. That quickly shows you where the bottlenecks are.