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Global process transformation: Riding the crest of the opportunity wave

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With scale comes complexity; that's admittedly the case with processes at most organizations. This point of view looks under the bonnet of global process transformation and examines the levers that help dissolve functional silos in organizations to a great extent.


There is general consensus about the need for enterprises to operate as integrated worldwide entities in order to be more effective. Yet there are many roadblocks in the way. For one, there is a short-sighted approach to running functions in organizations. One function "sees" another through a misty glass window. Help is here. It takes the form of a 4-step approach to overcoming hurdles, driving process transformation globally, as well as benefiting from it overall. 

  1. Setting up global process owner models
    The logical first step to overcoming functional silos is doing an organizational effectiveness study. Identifying global process owners (GPOs) who can bring all related processes on the same page is critically important. GPOs will be responsible for process changes, as well as play an important role in validating any process change. In many cases, GPOs must be supported by regional centers of excellence carefully positioned in geographic hotspots. 
  2. Aligning process metrics to help meet business goals
    Processes behave the way they are measured. So there is need for a performance management framework to measure metrics across functions. This will help break down the compartmentalized mindset. The overriding idea is to consider a business in its entirety rather than as a sum of its functions by applying broad metrics (e.g., supply chain costs, efficiency, service levels) instead of functional metrics.
  3. Ensuring  Technology intervention
    Automating processes will promote the cause of collaborative and integrated working. By tearing down silos, technology will enable more informed and faster decision-making. Better visibility and real-time dashboards are among the pressing needs of enterprises. This is where automated workflows and cloud-based services help by improving the ability of different functions to collaborate across locations, units and processes. It is essential that organizations continuously visit their structures and open up to emerging technologies and best practices. 
  4. Keeping tab on change management effectiveness
    Resistance would naturally build up if something is seen as "forced". Hence change management must ensure the people affected by it agree with and understand the need for change. By failing to engage the hundreds of millions of stakeholders to some degree, organizations risk value leakage and, worse still, service disruption in times of change. 

With scale comes complexity; that's admittedly the case with processes at most organizations. This point of view looks under the bonnet of global process transformation and examines the levers that help dissolve functional silos in organizations to a great extent. For more insights, read the complete point of view.

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