Information Technology Reference
In-Depth Information
Phase 5
Phase 4
Phase 3
Complexity
of functions
Phase 2
Phase 1
Slicing processes horizontally
Figure 8.4
Process rollout should be gradual.
the most critical to the organization's success. Every success will
add to the credibility of the process.
If people are difficult, use the sales broadcast channel WIIFM —
“what's in it for me.” Start by getting buy-in from the key people,
by convincing them about the likely benefits of the changed
process. One may even have to provide incentives to them to roll
it out to their respective groups. This agreement and buy-in is very
important for the success of any process — trivial or complex.
Slice the rollout of the process horizontally (Figure 8.4). Start with
the simple changes and then get to the more complex and elaborate
ones. People are prone to accept small deviations in their daily
routine rather than entirely new starts.
Summary
The concept of process has emerged to allow us to perform highly
repeatable tasks. We often define or select a process based on past
experiences, sometimes institutionalizing processes that did not really work
too well in the past. When things are working smoothly, management
must look for the underlying process and see if it is replicable. Many,
however, view such smooth functioning as a reason for “not needing a
process.” The introduction of any new process is always eyed with
skepticism. When it comes to processes in general, resistance is natural.
Processes are seen as stifling creativity, which, for badly designed pro-
cesses, may be true although it is the act of developing a process that is
sometimes its most useful aspect. There are a number of factors that
should be taken into consideration when designing a good process.
Designers should keep in mind that processes interact with other
processes and the environment around them. Designing a process in
isolation can lead to failure.
