People are the ProcessBy Kathy A. Long So many organizations are pursuing the concept of process change. Unfortunately, I don't hear many "real" success stories. Often people attend my process seminars from organizations that have tried process change in the past, weren't successful and are now trying it again. In fact, I work with several organizations that are on their second or third attempt at process change. We can spend an enormous amount of time analyzing and redesigning processes which are never really successfully implemented. So, what are the critical success factors for assuring we are able to achieve true process improvement? There are two, management commitment and buy-in from the people in the process. They are both equally important. Real process change only occurs if both are present. Management commitment has been addressed by several of my colleges in various ways. I want to address "the people" issue. I hear quite often from organizations that, "we just need to get moving with this, we'll worry about the impact to the 'staff' later." I hear very little about the "people". In fact we don't even call them people, we call them staff, or associates or employees. I prefer to use the noun "people". It removes all distinctions such as levels within an organization, gender, education, and experience. So, if buy-in from the people in the process is so important, how do we get it? We must acknowledge that:
People Are Our Most Important Asset I worked for an organization that claimed, "Our people are our most important asset". During the early years of the organization this was a true statement. People would do "anything for the organization" because the organization would "do anything for them". They even went to Iran, and were operating a data center there when the government fell. Their own government, the United States of America, didn't take care of their safety but the organization did and made sure that each and everyone of them got out safely. Does that organization have that kind of commitment to its people today? NO! Will the people "do anything for the organization"? NO! Why, because during a period of very rapid growth and great success the organization lost sight of their most important asset. They forgot about the people. When organizations forget about people, the people generally become less committed to the organization. If people do not have management commitment, then management does not get people commitment. People are not, after all, puppy dogs that will follow management out of blind loyalty. For process change to be successful, an organization's most important asset must be "committed" to process change because "people are the process". People Are The Process If we expect to change processes then we must understand that we will also be changing people. "People are the Process". The people created the processes. The people own the processes. The people will be emotional about process change. Can you imagine telling Leonardo Di Vinci that the Mona Lisa wasn't perfect and should be changed? When we talk to people about the process we must be very careful to separate them emotionally from the process. Otherwise, the people may take each defect or problem in the process personally. Most of the time the problems found in the process cannot be blamed on the people. They are the result of time, growth, acquisitions, mergers and other general changes in the environment of the organization. People In The Process Make The Process Successful It sometimes surprises organizations that they cannot throw technology at their problems to get solutions. Even if the technology fits the strategic direction of the organization. Technology supports process. Processes cannot be designed by technology. Processes are what we do, even if we haven't identified them. Processes are the foundation of business. If "people are the process" then people are the foundation of business, not technology. Someone has to use the technology effectively for the technology to work. For technology to be used effectively, "people" must 'buy-in' to the process the technology is supporting. I spend the majority of my time talking with people about how to define, document, analyze and improve processes. But I never neglect to remind people that a drawing on a piece of paper or in a modeling or drawing tool is just that, "a picture". It cannot implement itself. Management of an organization cannot force implementation of a new process or technology. Likewise, management cannot force people to change. Management can create an environment where people simulate change for a period of time. Usually, within a few weeks or months they revert back to their old way of doing things. How do organizations get people to make the process successful? We must make sure that:
People must believe their current situation and environment are understood. I'm often asked, "Can't we just start designing our processes and forget looking at the current environment?" My response is "how do you get to Disney World if you don't know your departure city?" I agree that it is much more fun to design new processes than it is to examine the current environment. However, there are some things we must do. Understanding where you are today is like establishing the "you are here" dot on a map. It is only when you find the dot that you know how far it is to your destination, the obstacles you face, the direction you must go and the pitfalls you should avoid. Understanding the current processes helps us understand and analyze why things aren't working so we don't make those same mistakes when we redesign or design new processes. How many times must we be told to learn from our mistakes before we learn from our mistakes! It is not enough to create models that represent this current environment. There are emotional aspects of a process that cannot be modeled but must be observed. People must believe that their views, opinions and concerns have been heard. What is the best source of ideas for process improvement? The "people in the process". After all, the "people ARE the process". When we take the time to understand the current process, we also communicate to the people in the process that their views, suggestions and opinions are important. However, listening is not enough. To help gain buy-in we need to take some of those ideas and suggestions and implement them immediately. These are usually referred to as "quick wins". Most benefits from quick wins are temporary in nature. The buy-in we gain from the people is not. For far too long we have ignored our most important asset and most important aspect of successful process change. People must play an "active" role in the process change. If "PEOPLE ARE THE PROCESS" then they must fully participate in the understanding, analysis and redesign of the process. Successful process changes must have buy-in from the people in the process. To achieve buy-in, the people within the process must own change. Successful change does not occur when consultants redesign the process, or IT redesigns the process. Unfortunately, this is usually the approach organizations take in seeking increased business performance through changes in their processes. In Summary If organizations are going to implement successful process change, then they must acknowledge-that "people are the process". Since "people are the process" then organizations must recognize that people will be emotional about the process. To gain the buy-in we must have the people actively participate in the redesign of the process. Active participation by the people will make them feel more ownership for the process. When people own something they want it to be successful.
Kathy A. Long
© Process Renewal Group Inc.
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