Professional Documents
Culture Documents
ENTERPRISE?
To determine if your organization is ready to support a process-based transformation, evaluate the statements in this table. They show the strength levels,
E-1 to E-4, of the capabilities that enterprises need in order to develop their business processes. If a statement is largely true (at least 80% correct), mark
the box with a "G" to indicate the color green; if it is somewhat true (between 20% and 80% correct), mark the box with a "Y" to indicate the color yellow;
and if it is largely untrue (less than 20% correct), mark the box with an "R" to indicate the color red.
YELLOW
GREEN:
:
largely somewha
true
t true
E-1
Leadership
Culture
Expertise
Awareness
Alignment
E-2
E-3
E-4
The leadership of the process program lies in A senior executive has taken leadership of,
the middle management ranks.
and responsibility for, the process program
Behavior
Senior executives operate as a team, manage The members of the senior executive team
the enterprise through its processes, and are perform their own work as processes, center
actively engaged in the process program.
strategic planning on processes, and develop
new business opportunities based on highperformance processes.
Style
The senior executive team has started shifting The senior executive team leading the
The senior executive team has delegated
from a top-down, hierarchical style to an open, process program is passionate about the need control and authority to process owners and
collaborative style.
to change and about process as the key tool process performers.
for change.
Teamwork
Teamwork is project focused, occasional, and The enterprise commonly uses crossatypical.
functional project teams for improvement
efforts.
Customer focus
Responsibility
Accountability for results rests with managers. Frontline personnel begin to take ownership of Employees feel accountable for enterprise
results.
results.
Attitude toward
change
There is growing acceptance in the enterprise Employees are prepared for significant
about the need to make modest change.
change in how work is performed.
People
Methodology
Accountability
E-1
E2
RED:
largely
untrue
E-3
ENTERPRISE?
Governance Process model
To determine if your organization is ready to support a process-based transformation, evaluate the statements in this table. They show the strength levels,
E-1 to E-4, of the capabilities that enterprises need in order to develop their business processes. If a statement is largely true (at least 80% correct), mark
the box with a "G" to indicate the color green; if it is somewhat true (between 20% and 80% correct), mark the box with a "Y" to indicate the color yellow;
and if it is largely untrue (less than 20% correct), mark the box with an "R" to indicate the color red.
The enterprise has identified some business
processes.
E-1
Leadership
Culture
Expertise
E-2
E-3
E-4
Accountability
Awareness
Functional
managers
responsible
The enterprise's
seniorare
executive
teamfor
performance,
managers
for
recognizes theproject
need to
improve operational
improvement
projects.
performance but
has only a limited
understanding of the power of business
processes.
The
process
ownersexecutive
have accountability
for
At least
one senior
deeply
individual
processes,
and aprocess
steeringconcept,
understands
the business
committee
is responsible
foritthe
enterprise's
how the enterprise
can use
to improve
overall
progress
processes.
performance,
andwith
what
is involved in
implementing it.
Alignment
Integration
Behavior
Style
The senior executive team has started shifting The senior executive team leading the
The senior executive team has delegated
from a top-down, hierarchical style to an open, process program is passionate about the need control and authority to process owners and
collaborative style.
to change and about process as the key tool process performers.
for change.
Teamwork
Teamwork is project focused, occasional, and The enterprise commonly uses crossatypical.
functional project teams for improvement
efforts.
Customer focus
Responsibility
Accountability for results rests with managers. Frontline personnel begin to take ownership of Employees feel accountable for enterprise
results.
results.
Attitude toward
change
There is growing acceptance in the enterprise Employees are prepared for significant
about the need to make modest change.
change in how work is performed.
People
Methodology
The
owners share
for
The process
senior executive
team accountability
views the
the
enterprise's
performance.
enterprise
in process
terms and has
developed a vision of the enterprise and its
processes.
AThe
process
operates
as theitsseniormost
seniorcouncil
executive
team sees
own work
management
body;
performers
in process terms
and
perceivesshare
process
accountability
for enterprise
performance
and
management not
as a project
but as a way
of
the
enterprise
established steering
managing
the has
business.
committees with customers and suppliers to
drive interenterprise process change.
There is strong alignment in the senior
People throughout the enterprise exhibit
Aexecutive
formal program
management
office, headed The
process for
owners
workmanagement
with their and play
team regarding
the process
enthusiasm
process
by
a chief process
and
counterparts
in customer
and
supplier
program.
There is officer,
also a coordinates
network of people
leadership roles
in process
efforts.
integrates
process
projects,
andtoapromote
process enterprises to drive interenterprise process
throughoutallthe
enterprise
helping
council
integration.
processmanages
efforts. interprocess integration
issues. The enterprise manages and deploys
Senior
executives
operatetechniques
as a team,and
manage
all
process
improvement
tools The members of the senior executive team
theanenterprise
its processes, and are perform their own work as processes, center
in
integratedthrough
manner.
actively engaged in the process program.
strategic planning on processes, and develop
new business opportunities based on highperformance processes.
YELLOW
GREEN:
:
largely somewha
true
t true
E-1
E2
RED:
largely
untrue
E-3
ENTERPRISE?
E-4
Leadership
Culture
Expertise
E-1
Awareness
Alignment
E-2
E-3
E-4
The leadership of the process program lies in A senior executive has taken leadership of,
the middle management ranks.
and responsibility for, the process program
Behavior
Senior executives operate as a team, manage The members of the senior executive team
the enterprise through its processes, and are perform their own work as processes, center
actively engaged in the process program.
strategic planning on processes, and develop
new business opportunities based on highperformance processes.
Style
The senior executive team has started shifting The senior executive team leading the
The senior executive team has delegated
from a top-down, hierarchical style to an open, process program is passionate about the need control and authority to process owners and
collaborative style.
to change and about process as the key tool process performers.
for change.
Teamwork
Teamwork is project focused, occasional, and The enterprise commonly uses crossatypical.
functional project teams for improvement
efforts.
Customer focus
Responsibility
Accountability for results rests with managers. Frontline personnel begin to take ownership of Employees feel accountable for enterprise
results.
results.
Attitude toward
change
There is growing acceptance in the enterprise Employees are prepared for significant
about the need to make modest change.
change in how work is performed.
People
Methodology
Accountability
ENTERPRISE?
Governance Process model
E-4
Leadership
Culture
Expertise
E-1
E-2
E-3
E-4
Accountability
Awareness
Functional
managers
responsible
The enterprise's
seniorare
executive
teamfor
performance,
managers
for
recognizes theproject
need to
improve operational
improvement
projects.
performance but
has only a limited
understanding of the power of business
processes.
The
process
ownersexecutive
have accountability
for
At least
one senior
deeply
individual
processes,
and aprocess
steeringconcept,
understands
the business
committee
is responsible
foritthe
enterprise's
how the enterprise
can use
to improve
overall
progress
processes.
performance,
andwith
what
is involved in
implementing it.
Alignment
Integration
Behavior
Style
The senior executive team has started shifting The senior executive team leading the
The senior executive team has delegated
from a top-down, hierarchical style to an open, process program is passionate about the need control and authority to process owners and
collaborative style.
to change and about process as the key tool process performers.
for change.
Teamwork
Teamwork is project focused, occasional, and The enterprise commonly uses crossatypical.
functional project teams for improvement
efforts.
Customer focus
Responsibility
Accountability for results rests with managers. Frontline personnel begin to take ownership of Employees feel accountable for enterprise
results.
results.
Attitude toward
change
There is growing acceptance in the enterprise Employees are prepared for significant
about the need to make modest change.
change in how work is performed.
People
Methodology
The
owners share
for
The process
senior executive
team accountability
views the
the
enterprise's
performance.
enterprise
in process
terms and has
developed a vision of the enterprise and its
processes.
AThe
process
operates
as theitsseniormost
seniorcouncil
executive
team sees
own work
management
body;
performers
in process terms
and
perceivesshare
process
accountability
for enterprise
performance
and
management not
as a project
but as a way
of
the
enterprise
established steering
managing
the has
business.
committees with customers and suppliers to
drive interenterprise process change.
There is strong alignment in the senior
People throughout the enterprise exhibit
Aexecutive
formal program
management
office, headed The
process for
owners
workmanagement
with their and play
team regarding
the process
enthusiasm
process
by
a chief process
and
counterparts
in customer
and
supplier
program.
There is officer,
also a coordinates
network of people
leadership roles
in process
efforts.
integrates
process
projects,
andtoapromote
process enterprises to drive interenterprise process
throughoutallthe
enterprise
helping
council
integration.
processmanages
efforts. interprocess integration
issues. The enterprise manages and deploys
Senior
executives
operatetechniques
as a team,and
manage
all
process
improvement
tools The members of the senior executive team
theanenterprise
its processes, and are perform their own work as processes, center
in
integratedthrough
manner.
actively engaged in the process program.
strategic planning on processes, and develop
new business opportunities based on highperformance processes.
PROCESSES?
You can evaluate the maturity of a business process and determine how to improve its performance by using this table. Decide how the statements defining the strength levels,
from P-1 to P-4, for each enabler apply to the process that you are assessing. If a statement is largely true (at least 80% correct), mark the box with a "G" to indicate the color
green; if it is somewhat true (between 20% and 80% correct), mark the box with a "Y" to indicate the color yellow; and if it is largely untrue (less than 20% correct), mark the box
with an "R" to indicate the color red.
GREEN: YELLOW:
largely somewha
true
t true
P-1
Design
Performers
Owner
Infrastructure
P-2
P-3
P-4
Purpose
The process has not been designed on an end-toend basis. Functional managers use the legacy
design primarily as a context for functional
performance improvement.
Context
Documentation
Knowledge
Performers can name the process they execute and Performers can describe the process's overall flow;
identify the key metrics of its performance.
how their work affects customers, other employees
in the process, and the process's performance; and
the required and actual performance levels.
Skills
Performers are skilled at business decision making. Performers are skilled at change management and
change implementation.
Behavior
Performers try to follow the process design, perform Performers strive to ensure that the process delivers Performers look for signs that the process should
it correctly, and work in ways that will enable other the results needed to achieve the enterprise's goals. change, and they propose improvements to the
people who execute the process to do their work
process.
effectively.
Identity
Enterprise leadership has created an official process The process comes first for the owner in terms of
owner role and has filled the position with a senior time allocation, mind share, and personal goals.
manager who has clout and credibility.
Activities
Authority
Information
Systems
Fragmented legacy IT systems support the process. An IT system constructed from functional
components supports the process.
The process owner can convene a process redesign The process owner controls the IT systems that
The process controls the process's budget and
team and implement the new design and has some support the process and any projects that change
exerts strong influence over personnel assignments
control over the technology budget for the process. the process and has some influence over personnel and evaluations.
assignments and evaluations as well as the
process's budget.
An integrated IT system, designed with the process An IT system with a modular architecture that
in mind and adhering to enterprise standards,
adheres to industry standards for interenterprise
supports the process.
communication supports the process.
Metrics
Definition
Uses
P-1
P-2
RED:
largely
untrue
P-3
P-4