Process management

Chapter 3 - Experiential Growth Method® - Deeper dive - Action field

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Welcome to the Process management page

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What is process management?

The term process comes from the Latin word processus or procession, which translates as a performed action of something that is done and how it is done. Therefore, a process is a collection of interrelated tasks and activities that are initiated in response to an event that aims to achieve a specific result for the consumer of the process.

A business process is a collection of tasks and activities (business operations and actions) consisting of

• employees, through HR managment, Talent development & Learning organisation
• materials & machines, through Activa- & enablers management
• systems, and methods, through Managing

that are being structured in such a way as to design, create and deliver a product or a service to the consumer.

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Thinking about the concept

A visual thesaurus search is always an excellent starting point to discuss a concept definition:

PROCESS

Thesaurus - ENG
Thesaurus - Synonyms, Antonyms, and Related Words (freethesaurus.com)

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Relations of Process management within Organisational futuring (and Corporate futuring)

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There exists a close vertical relationship within Organisational futuring:

• Outer focus: Activa- & enablers management
• Other focus: Process management
• Inner focus: Managing

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On the Other focus level, a close relationship exists with:

• HR management
• Talent development
• Learning organisation

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Corporate futuring and Organisational futuring intertwine, on the Other focus level, through:

• Operational management
• Organisational structure
• Ethical decision making
• Performance

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In concrete terms, this means:

• The trio - 'Managing', 'Process management' and 'Activa- & enabalers management' - is inextricably linked.
• Your 'Process management' contributes substantially to 'HR management', 'Talent development' and 'Learning organisation'.
• Furthermore, 'Process management' is part of the Other focus level where 'Organisational-' and 'Corporate futuring' meet.

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Questions we can ask ourselves when contemplating our Process management

• Supports our 'Process management' our 'Learning organisation', our 'Talent management' and our 'HR management'?
• Are our processes based on management standards?
• Is our 'Process management' robust enough to generate a vialble 'Activa- & enablers management'?
• Is our 'Process management' keen enough to support 'Performance' and 'Operational management'?
• Is our 'Process management' a collider or a mediator between our 'Learning organisation' and our 'HR management'?

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Working with Process management in relation to other departments in the organisation

Describing your business processes will provide you with advantages

• It is a means for taking under employees, colleagues and (senior) management about change, investment, adjustments, reasons why mistakes happen, etc., without having to unwind any negative emotions.
• It helps you to create a better understanding of what your customers really want.
• It increases your understanding of the workings of your business.
• It helps you to develop (further) a professional management system.

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What are business processes?

Business processes realise your goals together with your employees and the installed infrastructure:

• A business process is a series of strongly interconnected tasks.
  • Each task has at least one input and at least one output and executed by one function (role).
    • A function (role) is performed by an employee or by a team of employees.

• Every business process has one objective which directly contributes to the strategic goals of your Business Unit (eg. invoices sent, trucks loaded, drivers trained, …).
  • From each process you can derive a good Key Process Indicator.
    • From each process you can pinpoint a good Key Performance Indicator.

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You can structure processes according to their nature

• Value-adding processes, (also called core processes).
  • Processes for which the customer really wants to pay.
• Supporting processes.
  • Necessary processes to realize the value-adding (core) processes.
• Other business processes.
  • These are business processes that currently neither contribute to business objectives, nor are supportive.

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