23 April 2009
23 March 2009
Cap and Trade - In Process Management
What does cap and trade have to do with process management? Recently, I was reading an interesting article about cap and trade for carbon in the eco-debates. And, whether you are for or against it, there, I started to think about how useful it could be in our workplace and with our customers.
The “cap” part is really like a constraint. It can be imposed on us by customers (we want x in y days) or by our own internal limits (resources, automation, knowledge). The “trade” part is exchanging available resources to help us meet the cap.
In todays environment, when companies are laying off workers, customers,looking for greater value in everything, are going to place even more demands on the business. If we can understand what those demands are, develop a method to measure them and understand and define our own internal constraints, then we can create process based upon roles, rather than people, look to see where available resources are, leverage those resources to make sure our constraints are working at their maximum potential. Then, when our internal constraints are struggling to meet the cap, we should elevate the constraint so that it can meet that cap… assign more resources to the same roles.
So, to do this, we need to understand what caps are imposed, what constraints we have internally, what our roles need to be to leverage those constraints to meet those caps and the exchange roles within the organization so that our most constrained points work toward meeting the caps. When companies are laying off more workers, roles and processes need to be better disciplined so that customers don’t go elsewhere.
The “cap” part is really like a constraint. It can be imposed on us by customers (we want x in y days) or by our own internal limits (resources, automation, knowledge). The “trade” part is exchanging available resources to help us meet the cap.
In todays environment, when companies are laying off workers, customers,looking for greater value in everything, are going to place even more demands on the business. If we can understand what those demands are, develop a method to measure them and understand and define our own internal constraints, then we can create process based upon roles, rather than people, look to see where available resources are, leverage those resources to make sure our constraints are working at their maximum potential. Then, when our internal constraints are struggling to meet the cap, we should elevate the constraint so that it can meet that cap… assign more resources to the same roles.
So, to do this, we need to understand what caps are imposed, what constraints we have internally, what our roles need to be to leverage those constraints to meet those caps and the exchange roles within the organization so that our most constrained points work toward meeting the caps. When companies are laying off more workers, roles and processes need to be better disciplined so that customers don’t go elsewhere.
02 January 2009
2009 Resolutions
It's 2009... time for resolutions. For business, it may mean running leaner and meaner. But, what does that mean for customers. Clearly, 2008 was a difficult year for many businesses because it was a difficult year for customers. Now, with layoffs and streamlining ahead, will businesses remember that the customer is the key to success for them?
I hope so. But, it means that businesses' work, encapsulated in their processes, better provide value for the customer. It's time to reassess what customers need to be successful and aligning work around to assure that success. Even in difficult times, the successful business will be one that not only looks at the bottom line, but also forward at getting and keeping more customers now and into the future. This is a focus on throughput and capacity, not cost. And, a business which aligns its processes to maximize throughput also works to maximize successful customer outcomes and revenue.
As for my resolution, I will endeavor to comment at least once a month on this blog. And while my comments may span a variety of sub-topics, they will always be "topical" with respect to business process management - unplugged.
I hope so. But, it means that businesses' work, encapsulated in their processes, better provide value for the customer. It's time to reassess what customers need to be successful and aligning work around to assure that success. Even in difficult times, the successful business will be one that not only looks at the bottom line, but also forward at getting and keeping more customers now and into the future. This is a focus on throughput and capacity, not cost. And, a business which aligns its processes to maximize throughput also works to maximize successful customer outcomes and revenue.
As for my resolution, I will endeavor to comment at least once a month on this blog. And while my comments may span a variety of sub-topics, they will always be "topical" with respect to business process management - unplugged.
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