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Posted by Connie Moore on February 27, 2012
My colleague, Principal Analyst Derek Miers, wrote something so significant in an email today that it gave me pause:
“It’s all about helping the executive understand the causal relationship between customer (success), process (how it gets done), and business results (revenue growth, profit, and sustainability of the business model). They are all tied up together.”
I could even see the picture in my mind:
Yet all too often CIOs and other business process leaders focus on getting the business process right and explaining business process methodologies to others. They use many comfortable and familiar terms, like:
But what they often forget is that process is a means to an end. To put it bluntly, improving or transforming a business process is not the end goal; delighting customers to affect business outcomes that drive corporate performance is really the end goal. To be perfectly honest, the C suite, corporate directors, and senior business executives don’t really care that much about process per se unless they have truly bought into business transformation and have dug into the details. If they haven’t been bitten by the process bug — and most of them haven’t — it’s easy to make their eyes glaze over quickly by talking too deeply and too much about business process and the methodologies you use.
If that’s the case, then what do C-suite executives truly care about?
So here’s the lesson learned: CIOs, business technology leaders, and business process champions, don’t expect great results if you go into the C suite with process maps, process architectures, or “as-is” and “to-be” diagrams. Remember to keep it simple: 1) business outcomes, 2) customers, and 3) improved processes — in that order.
Thank you, Derek!
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