After the definition let’s look at what practical relevance all this has. For me the most important part is a shift of perspective. The functional view is mainly about the orgchart and who needs to do something, whereas the process-oriented one is about what needs to be done. Hopefully, the picture below illustrates this.
Also, one should note that process-orientation is about two things:
The concrete knowledge about interdependencies, what needs to be done where, etc.
- A particular way of thinking
The above picture shows a pretty generic example, which indicates that most likely there is a set of common processes across various verticals and organizations. And indeed, if you go through various publications you see a pattern even amongst the different classifications. The consensus seems to look like this.
- Core processes
- Create product/service
- Market communication
- Optimize value for customer
- Support processes
- Order processing
- Logistics and customer service
- Ensure profitability and liquidity
- Capacity planning
- Staff training, motivation and retention
- Management processes
- Plan and implement strategy
An interesting part of looking at processes is the identification of patterns across organizations.
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