Establishing an enterprise process governance model around the key decisions and processes is crucial to operating effectively.
Change projects can fail on so many criteria — including cost, schedule, and quality. Some companies cite weak project management and reporting, inadequate focus on the effort, changes in leadership in mid-stride, and poor budgeting as the culprits.
There’s also the inevitable resistance from people who are heavily invested in the status quo — along with widespread fear of the unknown, plus sheer exhaustion from previous failed programs that initially seemed exciting.
Equally troubling, in some organizations, people view change efforts through a narrow lens (e.g., “It’s only a technology project” or “It’s just a new leadership structure”). Consequently, they overlook the human side of change — namely, the new behaviors and attitudes required to make the change succeed.
What’s more, in all too many companies, people simply don’t understand the business strategy behind a transformation effort and the operational changes that will have to be made to support execution of that strategy. Without such understanding, they may try to over customize the change approach, processes, and tools for their own ends. At the other extreme, senior leaders may try to force a one-size-fits-all transformation approach on every part of the company.
Wanted: a better way
To overcome these difficulties, organizations must establish a common understanding of their business and who has authority over what decisions. Establishing the governance around the key decisions and processes is crucial to operating effectively. We call this an enterprise process governance (EPG) model that is further discussed in our report, Is your business equipped for successful transformation? (pdf)
Such a model spells out the way in which people in the organization will decide how business processes should work to meet important requirements and to sustain change beyond the initial implementation.
The model clarifies who has decision authority (e.g., a global process owner, a business unit leader) across the end-to-end (E2E) processes — both new and redesigned — that the change involves.