Fast processes promote business growth

Just as a tractor cannot be used for overnight deliveries over long distances, even if it is still so robust, solid and durable, so many business processes allow for speed, structure and efficiency Organizational orientation is lacking to drive real growth initiatives. Here the factoring companies plays a vital role and below tips will let you know how to process with them.

Five tips for fast processes

  1. Speed ​​is more important than perfection

The faster process has the advantage over the slower competitors: even a conceptually efficient process structure will seldom lead to the optimum result immediately. Therefore, the slower “over-design” is preferable to the rapid implementation of adopted processes to test, learn, and further optimize. If this learning is translated into a regular process that deals with the permanent optimization, an essential basis for your own growth has been created.

  1. The processes hook most frequently at the interfaces.

The interfaces lie in the nirvana of the responsibility, knows source from own experience. While it seems comparatively easy to organize one’s own tasks in a process-oriented manner, it is relatively difficult to reach agreement between several areas or even companies in order to optimize a comprehensive process. It pays to reserve a significant amount of time for the interface work, whether internally or externally – so that a downstream process can use the result of the upstream process at all.

  1. Without the people, no process is progressing.

Processes defined out of misunderstood perfectionism always look good on paper. In reality, however, they often owe the proof of efficiency. The reason: The organization must be able to implement the process. It is up to the people whether the business processes of a company are efficient.

  1. Process is not the same Process: A process landscape gives the overview.

So that you do not get bogged down, you distinguish in any case core and support processes: which processes contribute significantly to the core value creation, are typically not outsourced, and which processes give these core processes the best possible support, the growth expert recommends. The second distinction concerns the process hierarchy within a core or support process: in main processes and in the less aggregated subprocesses into which a main process is decomposed to understand and change it. For both distinctions, it is important to move from top to bottom through the processes.

A good way to keep track of everything is the process landscape. It involves both customers and suppliers and provides a visual representation at a highly aggregated level. As a rule, only the main processes of the core processes and, at most, the main processes of the support processes are presented here. Thus, the essential processes of a company fit on one side: an ideal decision-making process, if one has to restrict oneself to some processes for capacity reasons and in any case a big advantage for the communication.

Comments are closed.

  • Partner links