With intuitive optimization of activities in general and business processes in particular, as a rule, four types of mistakes are made. One of the most common mistakes is going into minor and insignificant details for the company’s performance. In practice, this means solving problems that weakly and very indirectly affect the results of processes, but play the role of “the last drop”.
For example, when, after another failure of the delivery time, the head of the delivery department justifies that he did everything according to the Application, and the director begins to improve the “Delivery Application” form. The real reason for the delay is not hidden in the application form, but in the process and may be in a completely different process, for example, in the purchase or sale, and optimization must begin with the analysis of the processes.
Another mistake that many people make is that they don’t keep a dedicated IT support team in their company which destroys their company’s tech and equipment. You can find reliable IT support services, such as Managed IT Support to provide your company and staff with a solid IT optimization and assistance.
The use of intuition instead of technology is due to the underdevelopment of technologies for optimizing business processes and their insufficient prevalence. In addition, those rare books that describe real-world optimization technologies use too complex language and pay too much attention to details and formulas. Moreover, very often these books are too abstract and vague. Although in fact, most of the very specific and technological solutions lie at the level of elementary logic and you just need to be able to apply them in time. As a result, company managers who optimize their processes make all possible mistakes. Unfortunately, managers do not work on optimization so often that the process of learning from their mistakes leads to a sufficient increase in qualifications.
Finally, the personal involvement of top managers in optimization work not only distracts them from solving more important tasks, but also leads to a decrease in initiative and responsibility on the part of specialists, reduces the quality of working out details, and can also lead them to the strategic area, i.e. into a radical restructuring.
Top managers do not have to optimize processes with their own hands – this is the business of specialists. But managers need to understand how specialists work in order to identify problems in a timely manner, and then correctly set goals and accept results.
In this article, we want to give a brief overview of the basics of optimization technology precisely so that dear readers of the magazine could understand both the principles and basic rules of business process optimization.
Revolution or Evolution
Or two ways to develop and improve your business
When making changes in the company’s activities, the leader is forced to balance between two extremes. On the one hand, there is a danger of breaking established and well-established processes with an ill-considered decision. On the other hand, there is a desire to increase efficiency as much as possible, i.e. to destroy everything “to the ground, and then …” to build something radically new. It was on the second paradigm that the reengineering of business processes, actively promoted a few years ago, was based.
Business process reengineering textbooks have provided excellent examples of the dramatic improvement in the performance of large multinational companies. For example, how IBM has significantly accelerated the process of considering an application for the provision of personal computers on credit.