Process, Process Everyhwere But Not A Practice To Be Seen

The above reflects the true state in many organizations.

They have many processes, at times more than what is perhaps needed.

However, the compliance to these processes may not be adequate.

Which means they have process, process everywhere but not a practice to be seen.

In such organizations, whenever somethings falls through the cracks, the first and natural tendency is to put a process around it.

So over time, the volume of processes adds up and builds up to a very high degree.

There are processes that get defined and documented for anything and everything.

The above is a good approach to apply the systems approach in an organization.

There are two key rules that should be followed in such situations:

• Standard process is put down for those activities that are done again and again and generally very frequently

• Standard process is put down for those activities that involve multiple hands and multiple stakeholders.

The problem arises when these processes are not followed religiously.

The compliance to the defined processes is for namesake only and hence these processes do not deliver value in an effective manner.

Lack of compliance to processes in many organizations is a result of cultural issues as well as operational pressures.

Compliance issues may not have immediate impact but do have an impact in the long run for sure.

Such organizations have process, process everywhere but not a practice to be seen!