Michael Fauscette has been setting out why, in the information age, making better decisions will drive the development of new operating models. It’s about moving, he has argued, from “make – sell” to “sense – respond” models which can leverage smart data (right information, right context, right person, right time and in a way that enables them to make the best decision).
Most recently, he’s looked at how you translate these ideas into reality. How would a business actually go about setting up and supporting both the culture and the technology infrastructure to support a “sense – respond” model? His answers (in full here) look at people, culture, process and tools.
As an aside, his observations re-confirm that enabling effective collaboration among all those involved in the design, approval and implementation of change requires a common language (which really has to be process, for reasons outlined here) and a common governance framework (which has to be a process management platform of some kind, for reasons set out here).
This stuff was high value anyway. In a more automated and decentralized world where agility, creativity and innovation are prized, a common language and a common governance framework for managing change are going to be vital. As in survival issues in the long run.
But he talks too – and this is really my point – about the increasingly strategic value of the content manager in a world where ‘information-sharing is power’, within the enterprise at least:
“In the old industrial model knowledge was considered a power base but in today’s connected and information overloaded environment that’s not practical or productive. Sharing information is the new power base. Content curators are essential to keeping the information flowing and helping it get to the right place in the organization.”
Which fits with my experience. Too often those responsible for building and maintaining a corporate process management platform (the ‘Process Center of Excellence Team’) see themselves as archivists and librarians (ie recorders of what should happen) rather than as real-time content curators and publishers (ie architects and advocates of a better way of working).
Now it’s true that many Process Centre of Excellence teams feel forced into a passive role by the low expectations of their peers and leaders. But without ongoing and imaginative promotion of the vision, without a continuing and creative focus on enhancing the user experience, without design thinking, energy levels drop and things go slowly downhill until… all you’re left with is just another rear-view quality system.
We’ve all seen it so many times. People focus on tools and methodologies but sustainable success in building an enterprise platform for process excellence depends equally on pzazz and subtle showmanship.
05 Apr 2013 The Process Team Quietly Demolishing Silos
26 Mar 2013 A Litmus Test For Process Craft