Smart executives know their organizations must constantly adapt to a shifting business environment. They must be as fast, fluid, and flexible as their marketplace. In order to keep their customers beating a path to their doors, they recognize they need to build the proverbial better mouse trap on a continual basis. To that end, many executives have adopted a process-oriented perspective to assist their organizations in delivering better products and services to their customers. Taking such a process-oriented approach can enable them to drive more efficient operations, and foster a leaner, more adaptable business environment.

Implementing process improvements can ultimately lead to benefits such as cost reduction, increased profitability, product or service innovation, and greater customer satisfaction. And, if done right, process improvements can even ensure an organization’s survival in the face of stiff competition. Over the years, there have been multiple methodologies created that focus on process improvement – Lean, Six Sigma, Continuous Improvement, ISO/TS 9000, Total Quality Management, Business Process Management, and so on. These methodologies are tools used to dissect and measure process performance, however few actually take into account the end-to-end enterprise structure, culture, and human aspect of organizational processes. And, those methodologies that do, often gloss over these aspects, most with limited references to the buy-in and direction required from executive leadership.

Clearly, leadership commitment and support are critical elements for successful process improvement endeavors. But how much support is really necessary? Should they assume a hands-off approach to the initiative and be involved only when called upon? Or, should they be actively involved on a day-to-day basis, monitoring and managing the effort?

The answer is usually a little of both. Leadership involvement requires both active communication and participation to ensure that objectives are clear, improvement priorities are set, progress is continual, roadblocks are removed and resources are committed.

Below is an outline of some support strategies that organizational leaders should consider when embarking on process improvement initiatives.

Identify Targets – Leaders should be selective about which processes they target for improvement. Start small, and don’t try to boil the proverbial ocean. Leaders should identify the processes best suited for improvement by soliciting input from process owners, operators, customers and other stakeholders who may interact with the process. Most importantly, these processes should be a part of overall strategic planning, generate a sense of urgency across improvement teams.

Provide Support – Leaders need to be active and visible in their support of process improvement efforts. It’s important that they clearly communicate their vision, set expectations, and provide direction on a continuous basis. This can be done in writing through email, outlining the various targeted improvement efforts, through town hall meetings with employees and customers, and via working meetings with the applicable improvement teams. Active participation in improvement efforts is key. Leaders should

EXECUTIVE BRIEF

Leadership and Process ImprovementBy Cesar Fernandez, Director of Product Solutions

“Clearly, leadership

commitment and support

are critical elements

for successful process

improvement endeavors.

But how much support is

really necessary?”

EXECUTIVE BRIEF

LEADERSHIP AND PROCESS IMPROVEMENT

ask participants to report on progress, and to share ongoing successes and challenges. They should encourage team members to escalate issues and address concerns promptly.

Implement Feedback Systems – Feedback systems are essential to ensure close communication between vendors, customers, and process operators. Leaders should help develop the methods and related metrics for collecting and evaluating input from process owners, process operators, customers and vendors so that any obstacles to success are addressed. Teams should regularly report on metrics for the key aspects of the improvement effort, and leadership should review these on an ongoing basis. Leadership may even consider making support for these improvement efforts a factor in annual performance reviews and promotion opportunities.

Devote Necessary Resources – Leaders need to recognize the importance of resource commitment to improvement efforts. Not only are dedicated human resources crucial, but budget is as well. Leaders must ensure that staffing needs are met and appropriate funding is in place for the effort being undertaken. This is the most reliable way to ensure new processes are implemented as planned, and ROI on improvements is realized.

Celebrate Achievements – Most importantly, leaders need to celebrate achievements, and recognize process improvement accomplishments as often as possible. Leaders should communicate their successes not only to team members, but also to the organization as a whole. They can do this via email, newsletters, corporate websites, press releases, and even smoke signals, if necessary. Leaders may even want to consider presenting awards and/or publically recognizing individual or team successes. A pat on the back goes a long way in boosting morale and keeping team members engaged and motivated about the work they are doing.

SUMMARY

All organizations should realize that leadership is crucial to achieving a positive outcome through their process improvement initiatives. Effective leadership during these initiatives brings many benefits, including: increased employee productivity, improved resource allocation, greater cost management, and better change management. All this can result in the successful implementation of new processes, increased organizational efficiency, and ultimately the proverbial “better mousetrap.”

Cesar Fernandez is the Director of Product Solutions for PMG, a software company that deploys enterprise service catalog for the Global 2000. With a Six Sigma Black Belt and ITIL v3 certification, Cesar has over 20 years of experience in business process management. After several years of working closely with the PMG customer base, he now leads the company in developing service catalog solutions targeted to specific customer and industry needs.

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