How Process Mapping Helps Assign Roles & Responsibilities

In this article, we’ll explore the vital link between process mapping and the assignment of roles and responsibilities within an organisation. By the end, you’ll understand how these two components work in harmony to create a well-orchestrated symphony of productivity.

Imagine an orchestra without a conductor or a football team without a captain. 

Chaos, right? 

Just like in music or sports, every organisation needs a clear structure with assigned roles and responsibilities to ensure its processes run smoothly. 

The Importance of Roles & Responsibilities for Process Management

Before we dive into the world of process mapping, let’s first understand the significance of roles and responsibilities within an organisation. In essence, they are the building blocks upon which successful processes are built. 

Assigning roles and responsibilities act as a guide that each team member can follow along a clearly defined path. When everyone is aware of their specific role, and the responsibilities attached to it, there’s no room for confusion or ambiguity. This clarity becomes the bedrock for fostering accountability. Team members know what is expected of them, and when expectations are clear, accountability naturally follows. The result is a workplace culture where individuals take ownership of their tasks, and finger-pointing becomes an antiquated practice. Plus, if you are new to the company, clearly defined role and responsibilities will help train and assist you in understanding your tasks and accountabilities. 

Additionally, clear roles and responsibilities make organisations more efficient. When each individual knows their designated role, tasks are streamlined, and redundant efforts are eliminated. Imagine a well-coordinated ballet, where every movement is deliberate and contributes to the overall performance. Defined roles and responsibilities ensure that tasks are handled by the right people, leading to a harmonious workflow and increased overall efficiency.

A team working seamlessly, with each member contributing their unique skills to achieve a common goal is the direct result of well-defined roles and responsibilities. When team members are aware of their specific duties and understand how their contributions fit into the larger picture, they can work more cohesively, driving overall productivity to new heights.

Correctly assigned and understood roles and responsibilities also account for quality control, which is the assurance that the final product or service is as flawless as possible. When each team member knows who is responsible for what, it becomes easier to trace the origins of any issues that may arise. If a particular aspect of a process doesn’t meet the expected standard, the responsible party can be identified swiftly and any missteps can be addressed and fixed. This accountability ensures that quality remains a top priority throughout the execution of tasks and processes.

Finally, well-defined and clearly communicated roles and responsibilities act as the arteries through which the lifeblood of an organisation flows. When team members are assigned specific roles, communication becomes more open and effective. Knowing who to approach when questions arise or assistance is needed streamlines the communication process. This clarity in communication prevents misunderstandings, encourages collaboration, and ultimately contributes to a more cohesive and successful working environment.

Thus, roles and responsibilities are the backbones of organisational success. They provide the structure and order needed for processes to unfold seamlessly. As we venture into the world of process mapping, keep in mind that the effectiveness of the map is intricately linked to the clarity and precision with which roles and responsibilities are defined within the organisation. 

Refresh: What Is RACI

In the world of roles and responsibilities, RACI is a term you’re likely to come across frequently. It’s an acronym that stands for Responsible, Accountable, Consulted, and Informed, and works as a framework. Let’s briefly refresh our memory on what these terms mean:

Responsible (R):

Responsible individuals are the backbone of task execution, the “doers” who roll up their sleeves and carry out the work. They are the craftsmen crafting the product, the developers writing the code, or the project managers ensuring the plan is set into motion. The “R” in RACI designates those hands-on contributors who bring tasks to life. They are not just cogs in the machine; they are shaping the outcome.

Accountable (A):

If the Responsible individuals are the artisans, the Accountable party is the overseer, the one ultimately answerable for the success or failure of the task. The “A” in RACI designates the person who ensures that the task is not only completed, but completed successfully. They hold the reins of accountability, ensuring that every piece falls into place as envisioned. The Accountable individual is the final checkpoint, the one who shoulders the weight of the task’s outcome.

Consulted (C):

In the collaborative tapestry of organisational tasks, not everyone is a hands-on contributor. Some individuals bring valuable expertise and insights to the table without being directly responsible for execution. These are the Consulted individuals—the “go-to” experts whose input is sought during various stages of the task. The “C” in RACI designates those who provide wisdom and guidance, enriching the task with their specialised knowledge.

Informed (I):

While not directly involved in execution or decision-making, certain individuals still need to be in the loop. The Informed individuals are the audience—the stakeholders who should be kept abreast of the task’s progress or completion. The “I” in RACI designates those who may not be actively contributing or overseeing but have a vested interest in staying informed about the task’s developments.

Understanding the nuances of the RACI framework transforms roles and responsibilities from abstract concepts into a structured hierarchy. It delineates the division of labour, clarifies decision-making authority, and fosters a collaborative environment where every individual’s contributions align with their designated role. 

Another, more complete framework we like to use is RATSI. Whichever framework your business uses, you do need to base it on one for maximum success. Assigning roles and responsibilities without one is just inviting an unnecessary headache.

The Role of Process Mapping in Roles & Responsibilities

Now that we’ve refreshed our understanding of RACI, let’s explore how process mapping intertwines with roles and responsibilities.

Firstly, process mapping is a powerful tool for visualising the flow of work within an organization. When you create a process map, you can clearly see each step in a process and how they connect. This visual representation is crucial for identifying where roles and responsibilities come into play, and with Skore in particular you can map out who is in charge of what, when.

Secondly, process maps can reveal gaps where tasks might be missed or overlaps where multiple individuals may assume the same responsibility. By visualising the workflow, you can address these issues and streamline processes.

Third, process mapping isn’t just about visual representation. You can use it as a platform for assigning roles and responsibilities at each stage of a process. Integrated with a RACI or RATSI matrix, the process map becomes a dynamic document, defining who is Responsible, Accountable, Consulted, and Informed at each crucial juncture. It transforms the abstract notions of roles and responsibilities into tangible assignments, ensuring that every individual plays their part.

Fourth, process maps with assigned roles and responsibilities can serve as valuable training and onboarding tools. For new employees, navigating the intricate landscape of an organization can be akin to learning a new school subject. The process map acts as the syllabus, providing clarity on their roles. This not only reduces the learning curve but also sets the stage for a seamless integration into the organisational ensemble, while providing them with study material they can fall back. This is why you should save all of this information in a process library.

As processes evolve, process mapping helps in evaluating the effectiveness of roles and responsibilities. You can identify areas where changes are needed, leading to continuous improvement. We’ve covered the importance of continuous improvement elsewhere, but it is essentially focusing on making everything run more efficiently to see continued growth for your business.

For managers and team leaders, process mapping makes it easier to delegate tasks. They can refer to the process map to ensure that the right people are handling specific responsibilities at all times, or switch them as necessary. By clearly identifying roles and responsibilities you can also see which roles are overloaded, who has the capacity for more tasks, and even create easy job descriptions using the up-to-date information. 

Process maps, with roles and responsibilities clearly marked, improve communication within teams. Team members can easily reach out to the right person when they need input or assistance.

In the unfortunate event of disputes or issues, process maps can serve as a reference point for resolving conflicts related to roles and responsibilities. It’s much easier to resolve disputes when responsibilities are well-defined.

Conclusion

Roles and responsibilities are the backbone of any well-structured organisation, and process mapping is the lantern that shines a light on the path to effective assignment. 

By embracing process mapping and utilising framework tools such as RACI or RATSI, you can create a culture of clarity, accountability, and efficiency within your organization. This will result in smoother processes, improved communication, and ultimately, a more successful and productive workplace. 

The next time you’re studying how to enhance your organisation’s effectiveness, consider building process maps to help you assign roles and responsibilities in the best way possible.

To apply it right away, get in touch with our team at Skore for an up-close view of how we do it with our tool in one centralised dashboard.

Netcall acquires process improvement provider, Skore

The latest acquisition supports Netcall’s goal to help customers deliver significant change, fast 

Netcall, a leading provider of AI-powered automation and customer engagement solutions, today announces the acquisition of Skore, a Portsmouth-based process improvement platform provider. 

The acquisition will enable Netcall to expand its digital transformation offering to customers, making Netcall’s Liberty Suite a unique one-stop shop for mapping, analysing and automating processes and customer engagement, blending low-code, RPA, process mapping and analysis, contact centre and AI solutions.

The Skore platform allows people to easily map and analyse processes to drive improvements and innovation within any organisation. Teams can build a sustainable and engaging process library that underpins any transformation throughout the organisation. The Skore platform features in the Capterra ShortlistTM ranking for Business Process Management in 2023.

Skore customers include Ashford Borough Council, Cielo, Holland & Barrett, Iris Group, Northrop Grumman and University College London NHS Trust.

According to Forrester’s 2023 Global Digital Process Automation Survey results “organisations remain committed to process improvement, with over half (56%) of them considering it a strategic investment and 71% still reporting end-to-end automation as a primary driver.”

Netcall plan to leverage AI capabilities within Liberty platform to make it easier to map and automate optimised processes, faster than ever. Introducing Skore to Liberty, customers will benefit in a number of areas: 

  • Quickly and intuitively map any organisational processes and then rapidly build them in Liberty 
  • Analyse process costs to identify tangible efficiencies and savings to enable the best use of resources 
  • Collaborate on process mapping in real time and benefit from joining a thriving community of Liberty users sharing knowledge and industry best practice
  • See a holistic view of how processes are executed, making it easier to demonstrate compliance and identify potential risks and areas for improvement 
  • Gain control over processes, resources and overall business operations with a structured framework for continuous improvement and adaptability
  • Gain access to industry-specific process templates, best practice process libraries and benchmarking solutions to shortcut the process improvement journey 

James Ormondroyd, CEO at Netcall comments “We are delighted to bring Skore into Liberty platform and business process discovery and optimisation to our toolkit. Like our other Liberty solutions, it’s intuitive and easy to use and anyone in the business can get involved in mapping and improving processes – it’s a perfect fit with the Netcall ethos. We believe this will give our customers the opportunity to drive process excellence across the whole organisation, to meet changing customer expectations.”

Craig Willis, Chief Executive Officer at Skore comments, “Our mission at Skore is to empower teams to rapidly identify process problems and continuously improve at scale. By joining forces with Netcall our customers can now leverage the power of the Liberty platform to build solutions, streamline and automate processes faster than ever.

With so many synergies that will benefit both our partners and customers, we’re really excited for this next stage in our journey. The team at Skore see this as the next logical step in achieving our vision of empowering everyone within an organisation to improve processes.”

In joining with Netcall, Skore customers will, therefore, be able to continue to enhance their process improvement journey and open up the opportunities of the wider Liberty platform and the community of like-minded organisations to collaborate and share best practice with.

For further information about Liberty platform visit https://www.netcall.com/platform/ and Skore https://www.getskore.com/ 

What is RATSI?

Looking for a new way to describe roles and responsibilities (R&R)? It is one of the core benefits of process mapping and the most common approach is often RACI analysis. However at Skore we recommend a clearer approach – RATSI.  We’ll take a look at how RATSI works and why we think it is so much better as an alternative plus you can download our guide to getting started with using RATSI.

Process step with RATSI displayed
A process activity described in Skore with RATSI applied

Identifying responsibilities – Why is it important.

Firstly let’s look at the reasons why you need to identify responsibilities when looking at Process Improvement. 

You will always need to know who will be involved in a piece of work and what is expected from them. This is about role clarity and setting the right expectations for every member of the team. Capturing roles and responsibilities allows a process to remain high level while still gathering all the elements involved.

    Free Guide to using RATSI in Process Improvement

    The Problem with RACI 

    RACI has been most popular notation for R&R analysis but we find it falls short of being as clear as it should be.

    RACI stands for Responsible, Accountable, Consulted and Informed. The problem is that in reality everyone has their own definition and understanding of what each of these terms means. If you’ve had experience of using RACI – you may have even argued with colleagues over the difference between Responsible and Accountable.

    It is also true that in many languages “Accountability” translates literally to “Responsibility”. In the world of global business this lack of clarity can lead to a lot of mistakes or confusion. In comparison RATSI does not use this concept of “Accountability” at all.

    Instead it uses :

    • Authority over the work (but is not involved) and decision maker
    • Responsibility for ensuring that the work is done.

    What is RATSI?

    RATSI stands for:

    • Authority – “owns” the activity or the decision to be made. Clearly not involved in the day to day work.
    • Responsible – for ensuring the activity is done (not necessarily doing the work but ensuring it is completed to an agreed standard).
    • Task – actually does the work as described.
    • Support – provides inputs in exceptional situations / edge cases (otherwise it would be Task).
    • Informed – is informed the activity will happen / has been done (successfully or not!).

    It is important to recognise that you can have more than one term assigned to you. In fact: someone could have Authority, Responsibility AND Task on a given activity!

      Free Guide to using RATSI in Process Improvement

      RATSI – Understanding how to use the matrix.

      Often people have questions over how to apply RATSI to their processes. Here are the answers to some of the common questions we see.

      Can I have multiple Authorities or Responsibles for a given task?

      You should aim for one unique Authority / Responsible per task. However if they don’t contradict each other you may have several on one activity. See this example:

      In this example ‘Personal Care’ and ‘Home Care’ are 2 different business units that don’t approve the same campaign briefs. Therefore there is no conflict in the roles & responsibility.

      When do I use Support vs. Task?

      Try to consider if the person is involved in every occurrence of the process. If so then it should be Task. If you have any doubts then this is itself is often a good enough reason to “upgrade” it to a Task – remember you can always change it later. 

      How many roles in total?

      Finding the balance between a comprehensive list of roles and a process that is easy to read is challenging. It comes down to your personal preference. Take a look below:

      Often when you see a long list of roles, actually its just variations of a given role. Keep your list of roles short by:

      • Focusing on describing the process clearly
      • Prioritising the Responsible.
      • Writing a “generic” role for the Task

      In the Skore platform, you could write the complete list in a ‘Sticky Note’, or an attachment, if you want to capture it separately from the activity thus keeping your process map clean and clear. 

      3 things to remember with RATSI

      • Role clarity is at the core of your process mapping exercise, whether it’s RATSI, RACI or your own variation, it’s important to understand who does what
      • Limit the number of roles against an activity to keep the process readable
      • Limit the number of Authority and Responsible to one where possible

      Sound interesting? Get in touch to find out more about how to improve Roles and Responsibilities in your organisation. Skore is the cloud-based Process Improvement Software Platform designed to be used and understood by everyone in your organisation. You can use Skore with any R&R matrix you choose when capturing your processes.

        Free Guide to using RATSI in Process Improvement

        Exploring the Top Business Process Management Trends in 2024

        If you are wondering what the top business process management (BPM) trends are in 2024 then look no further. Here at Skore we’ve taken a look at the year ahead and here are our team’s predictions for top trends to look out for in 2024. 

        The importance of process improvement and managing your processes effectively continues to build in 2024 especially as organisations seek to thrive in a rapidly evolving and unpredictable landscape. We consider these our top 5 trends in Business Process Management.

        1. AI’s Generative Power in BPM

        The integration of AI, particularly its generative capabilities, is becoming a cornerstone in optimising BPM. According to TechWise Insights, 85% of companies have reported increased process efficiency by incorporating AI-generated solutions into their BPM frameworks. From task automation, process design, process simulation and predictive analytics to name but a few, AI is reshaping how businesses approach and manage their processes. The greatest steps will be taken in customising AI for specific use cases, enabling more reliable improved solutions. It will be a combination of human influence and AI models that create the most impressive results. This will be a key continuing trend in Business Process Management in 2024 as the AI revolution continues.  

        2. Sustainability Initiatives in BPM

        Sustainability has transitioned from a corporate buzzword to a critical component of BPM strategies. From reducing environmental footprints to enhancing resource efficiency, businesses are integrating green initiatives seamlessly into their BPM frameworks. Also known as Green BPM, process management enables companies to systematically identify, enhance and implement sustainability initiatives into their business. In addition, using a BPM software creates a record of a businesses’ commitment, installing not only confidence and trust, but also generating reference documentation that is easily updated and maintained. 

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        3. API and Integration Driving Efficiency

        In the quest for streamlined processes, businesses are leveraging Application Programming Interfaces (APIs) and integration solutions. However ensuring that you choose the suitable APIs for efficiency, connectivity and success is still a valid and pressing concern. In 2024 there will be an even bigger push to ensure that companies select systems that integrate at scale. Expect to hear and learn more about REST APIs (Representational State Transfer Application Programming Interface) which enable businesses to automate business processes to avoid manual errors and save time whilst making it easier for audits and management. They have been around for a while but this is the year they become a well known term used in organisations. This interconnected approach ensures seamless communication across systems, enhancing overall efficiency. We see this as another strong trend for Business Process Management in 2024. 

        4. BPM and GRC Convergence for Compliance

        The harmonisation of BPM with Governance, Risk & Compliance (GRC) frameworks continues to be a vital component for the future success of businesses. It ensures the resilience of organisations and also brings many strategic advantages – including regulatory adherence, reduced risks, more visibility and control and data informed decision making. Again this is by no means a new concept but now is becoming more user friendly and accessible to every one, making it easier to do their jobs and understand their part in ensuring compliance. Using software that can provide informative dashboards and data at the click of a button will revolutionise the way companies approach their audit trail whilst providing insights that will help teams identify opportunities for improvement and potential issues. 

        5. Process Health and Embedding Continuous Process Improvement. 

        The vital importance of embedding Business Process Management into companies for long term sustainability will gather pace in 2024. Seeing the changes we can make personally by tracking our health and fitness means there is no reason these methods can’t be applied to long term success in Process Improvement. As organisations aim to develop process capture into fully integrated process libraries, the need to find ways to continuously update and engage with employees becomes more pressing. Businesses with successful process improvement initiatives will be those who are actively looking for software solutions that help drive process ownership and accountability, make processes more visible to teams and encourage consistency and optimisation of process management. 


        In the fast-paced world of 2024, businesses are embracing transformative trends in BPM. AI’s generative capabilities, sustainability initiatives, API and integration strategies, the convergence of BPM with GRC frameworks and Process Health Initiatives are collectively reshaping how companies approach efficiency, compliance, and sustainability. As organisations strive to stay ahead, these trends underscore the importance of adopting innovative practices for a more agile and competitive future.

        If you’d like to discover more about Skore can help you keep ahead in Business Process Management with our simple and effective Process Improvement Software Platform then get in touch with one of our team today. 

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        Why Updating Business Processes Should Be a Priority

        In today’s fast-paced and ever-evolving business landscape, the importance of efficient and updated business processes cannot be overstated. 

        These processes are the backbone of your organisation, guiding daily operations and shaping the customer experience. Yet, many companies fail to prioritise the regular review and update of their processes, leading to a myriad of issues. 

        In this article, we’ll delve into why updating business processes should be a top priority for your organisation.

        No Control

        When you lack control over your business processes, they are outdated or incorrect. This means you run the risk of doing things wrong, affecting the quality of your products or services, and also introducing inefficiencies that can be costly in the long run:

        • Increased Error Rates: Outdated processes are often misaligned with current best practices and industry standards. This misalignment opens the door to higher error rates, as employees unknowingly follow processes that are no longer optimal or accurate. These errors can manifest in various ways, from manufacturing defects in products to service quality issues in client interactions. The consequences can be significant, leading to customer dissatisfaction, rework, and, in severe cases, costly product recalls or service disputes. These errors not only undermine your reputation but also place additional burdens on your workforce to rectify mistakes.
        • Reactive Problem-Solving: When employees lack accurate and updated processes, they are forced to resort to improvisation and ad-hoc problem-solving. This reactive approach can introduce inconsistencies in how issues are addressed. Without clear guidelines to follow, employees may take different paths to resolve similar problems, making it challenging to identify and address the root causes of issues. This can result in a patchwork of temporary fixes that fail to address underlying systemic problems. It’s like putting a band-aid on a wound without treating the infection beneath, leading to recurring issues and prolonged inefficiencies.
        • Lost Efficiency: Outdated processes often include redundant steps or unnecessary tasks. These redundancies not only waste time and resources but also erode the overall efficiency of your operations. Employees may find themselves bogged down in tasks that no longer contribute to the end goal, causing frustration and inefficiency. This inefficiency can have a cumulative impact, as multiple employees may be navigating a labyrinth of outdated processes, further slowing down operations and diminishing productivity.
        • Overdependence on Colleagues: In the absence of clear and updated processes, employees may overcompensate by relying heavily on their colleagues for guidance. While collaboration is valuable, excessive dependence on colleagues can strain the productivity of your team. It can lead to delays as employees wait for guidance or clarifications, creating bottlenecks in the workflow. Additionally, the inconsistency introduced by employees seeking different colleagues’ advice can lead to varied approaches, further undermining the uniformity and quality of work.
        • Repetitive Mistakes: When employees lack clarity on how tasks should be done due to outdated processes, they are more likely to make the same mistakes repeatedly. This pattern of repeated errors can have a detrimental impact on your product or service quality, causing dissatisfaction among customers. Furthermore, the failure to address the root causes of these mistakes perpetuates a cycle of inefficiency, resulting in persistent quality issues and customer complaints.
        • Frustration and Burnout: The constant struggle to figure out the right way to do things can lead to frustration and burnout among your employees. Poor process management not only affects morale but can also result in higher turnover rates.

        Get Free Resources to Help Process Improvement Initiatives

        Duplicated Efforts

        Failing to update your business processes consistently can lead to a frustrating cycle of duplication and inefficiency within your organisation. This cycle often stems from a lack of clarity and direction in your workflows, which can have far-reaching consequences for your efficiency and productivity. 

        Employees may begin duplicating efforts and wasting precious time to understand the process they’re assigned to, as they’re following outdated practices and unclear guidelines. It becomes challenging for your team to understand their goals, and this will begin to affect their motivation and confidence. 

        As such, in organisations where business processes are not regularly reviewed and updated, employees may be uncertain about the correctness of the processes they’re following. This uncertainty can result in various consequences:

        • Time-Consuming Questions: Employees spend time asking colleagues or supervisors what the correct process is. These inquiries can be disruptive and lead to delays in task completion.
        • Lack of Confidence in Documents: When employees are unsure about the accuracy of process documentation, they may not bother looking for documents. This lack of confidence in your documentation renders it ineffective and underutilised.
        • Constantly Updating Documents: In the absence of clearly defined and up-to-date processes, employees may attempt to update documents themselves. This can lead to inconsistency and version control issues, as different individuals make changes without proper oversight.
        • The Cost of Uncertainty: The time and effort spent on clarifications, searching for documents, and updating processes can add up to substantial costs in terms of lost productivity and resources – between 20 to 30% in fact.

        Employees who feel caught in this cycle of duplication and confusion are less likely to bring their full creative potential to their roles. The lack of clarity can stifle innovation, as employees may perceive the organisation as resistant to change or unwilling to invest in optimizing operations. This not only hampers your organisation’s ability to adapt to market shifts but can also deter talent retention and recruitment, as potential employees are drawn to organisations with streamlined, well-maintained processes and a culture of innovation.

        No Accountability

        When your business processes fall into disrepair due to a lack of regular reviews and clear ownership, a sense of ambiguity can pervade your organisation. Employees may find themselves uncertain about who is responsible for specific tasks or the entire process, and this uncertainty can lead to a host of problems.

        First and foremost, the lack of clear ownership can result in a culture of blame-shifting. When things go awry or mistakes occur, employees may point fingers at one another or simply disown the problem altogether. This reluctance to take responsibility not only hinders problem-solving but can also foster a toxic working environment, where finger-pointing and a lack of accountability are the norm.

        Furthermore, ambiguity around process ownership can lead to inefficiencies and bottlenecks. With no one to oversee or maintain the process, it may remain unchanged and unimproved over time. This stagnation can result in operational inefficiencies that slow down your organisation’s productivity. Additionally, when no one takes the initiative to optimize or update processes, you miss out on opportunities for improvement and adaptation to changing market conditions. The lack of ownership can stifle innovation and hinder your organisation’s ability to remain competitive in dynamic business environments.

        Get Free Resources to Help Process Improvement Initiatives

        Low Confidence

        When business processes are outdated or unclear, it can erode employee confidence in their own abilities and in the organisation as a whole:

        • Insecurity: Unclear or outdated processes create an environment where employees often find themselves second-guessing their every move. The lack of clarity regarding the correct way to perform tasks can breed insecurity, as employees wonder whether they are doing things right. This insecurity can undermine their confidence in their own abilities and competence in their roles. As a result, job satisfaction can plummet, and motivation wanes as employees grapple with self-doubt and anxiety about their performance.
        • Disengagement: The persistent uncertainty and low confidence stemming from unclear processes can lead to disengagement among employees. When individuals don’t have faith in their ability to perform their tasks effectively, they become disheartened and disinterested in their work. This disengagement has cascading effects, ultimately reducing their productivity and innovation. Disengaged employees are less likely to contribute their best ideas or efforts, leading to missed opportunities for growth and improvement within the organisation.
        • Hesitancy to Innovate: In an environment where processes are perceived as uncertain or untrustworthy, employees may hesitate to suggest or implement changes and improvements. This hesitancy stifles innovation and adaptability within the organisation. When employees feel that their recommendations or innovations will not be taken seriously or that their efforts will be in vain due to unclear processes, they are less likely to propose new ideas or methods. This can be detrimental in a rapidly evolving business landscape where innovation is often the key to remaining competitive and agile.

        Updating Business Processes is Vital to a Healthy Business

        The regular review and update of business processes are essential to maintain efficiency, quality, and employee confidence. Failing to prioritise this critical task can lead to incorrect processes, duplicated efforts, a lack of accountability, and low employee confidence. These issues can hinder your organisation’s growth and competitiveness in the market.

        To address these challenges, businesses must establish a culture of continuous improvement, invest in robust process management and documentation tools such as Skore, and encourage employee involvement in the process review and update efforts. By doing so, organisations can ensure that their business processes remain up-to-date, effective, and supportive of their overall goals and success.

        If you’d like to learn more about business process improvement or management – join our community for updates and resources to guide you.

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        A Typical Process Workshop Agenda

        Process workshops are an important tool for anyone running any type of process management projects. They are powerful because it’s one of the few chances that teams get together to talk about how they work and how they can improve. Whether you have time to prepare in advance or you are on the spot, here are Skore’s top tips to running a great process workshop agenda.

          Get Your Process Workshop Agenda Template

          Remember, the output of a workshop typically consists of:

          • an agreed description/visualisation of the process
          • a list of improvement opportunities
          • a list of requirements
          • set of actions for the team to complete

          While mapping a process may be something you are familiar with, running a workshop can be quite challenging, and if you don’t have a good structure to work to, it can be even harder. Therefore it is key to get the agenda for your Process Workshop ready.

          Here’s how we would go about organising the process workshop agenda.

          Before the Workshop

          Firstly make sure you’ve agreed the scope of the process and attendees. Provide the agenda, ensure the room has been booked and all the equipment you need is there and working.

          Introduction

          Introduce yourself, and why you are here. You are likely to be new to a team of people who know each other very well already. You are the outsider and you need to start breaking down barriers and be clear about who you are from the very beginning.

          Objectives and Expectations

          Make sure you go through the process workshop agenda and discuss expectations and timings. Discuss what you hope to achieve, why you are doing it and check that everyone agrees. You can talk about what you want to cover in the meeting but it’s also just as important to make sure everyone know what you won’t be talking about.

          Ground Rules

          Its always a good idea to go through some basic rules that will apply to your workshop. Make sure that the attendees understand that everyone in the workshop has an equal say. If you have a person of authority attending then it is very important that they also back this up. Often team members are reluctant to speak up in front of managers. If you are not getting much feedback you may want to consider if this is why.

          It’s also important to make clear that there are no phones or laptops in use, you need everyone’s undivided attention. If it’s urgent then people need to step away from the room and make sure there are no distractions. Make sure you are in control of the room, so there is only one conversation going on at a time and this is clear. Any major issues needed to be parked after 5 minutes.

          A Process Map in Skore

          Guidance

          Explain the approach that you are using and how it works, show examples if you have them. Even if people are comfortable with process mapping there is nothing wrong with showing them again how the workshop will work.

            Get Your Process Workshop Agenda Template

            Design Principles

            If this part of a wider programme of work there are likely to be some guiding or design principles, make sure you go through these at the beginning of the workshop. List existing standards and reference materials they have. The organisation may have a generic methodology or approach that the business needs to use and it’s important to adopt this culture, don’t try to change it here.

            List and review the content your attendees already have. You may find however that they can’t think of things on the spot, especially if they don’t use them very often. This may come out more during the workshop – another great reason to run one and you can quickly add the information in as you go!

            Start with the Scope

            Discuss the scope of the process and ensure everyone is still aligned on what you’re going to be focusing on.

            Map the Process

            Make sure you capture ideas, risks, issues and actions as you go.

            You might not finish everything in the workshop, don’t worry if thats the case, but make sure you walk through what you do have by reading it aloud to everyone. If you’re inputting the process straight into software then it’s an opportunity to get people to sign off before they leave the room and are harder to contact.

            Agree Next Steps

            Discuss actions and assign owners to each one. Make sure you agree a timetable for the next steps if possible. It’s important everyone comes away knowing what is happening next.

            Process Workshop Agenda Ready!

            Your basic agenda as prescribed by Skore. You are ready to run an awesome Process Workshop. Give it a try and let us know how it went by commenting below.

            Skore is the Process Improvement Software Platform designed to be used by everyone. Our simple two shape system means you can can map processes at the speed of conversation in live workshops and generate instant analytics and dashboards to help you build better processes that work for your team and discover areas of improvement.

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              How To Run a Process Mapping Workshop

              Learning how to run a process mapping workshop is a great way to quickly capture, understand and improve processes. It brings people together, aligns them and provides a fantastic opportunity to generate new ideas. 

              Workshops help introduce people to planned change, make them feel part of it and brings them along on the journey. This means that you are more likely to gain future support and engagement in your change or continuous improvement initiatives.

              But if you’ve never run, or facilitated, a process mapping workshop before it may feel daunting. Want to learn more? In this guide we explain how to run a successful process mapping workshop. 

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                Before you start

                Choose your approach

                Process Mapping workshops are brilliant for generating conversations and collaboration. But they shouldn’t be unstructured. You need to guide the conversation to ensure you get the desired outcome. 

                For this you need a process framework or notation that is easy to use and guides the conversation. There are lots of approaches available that you can read about in our process mapping guide. At Skore we use UPN – Universal Process Notation. This approach uses a box that describes the key steps and who does them, and a box that tells you when the activity starts and finishes. It’s straightforward, clear and very effective.

                We really like this because it is very simple to use and understand. It means that everyone in the workshop will be able to engage straightaway and you don’t need to be an expert in Process Mapping to get involved!

                In any case we recommend keeping it simple while asking the important questions. What, why, how, who and when.

                Practice with this before you start. By keeping it simple this type of process mapping will come naturally to you and your participants. 

                Agree the title, scope and participants

                Don’t try to do too much at once so that your process mapping workshops aren’t too long. Think carefully about which process you’re going to map, where does it start and end. This is your scope and will help you determine who needs to be involved. If necessary you can break a large process down into smaller pieces. 

                Set the agenda and objectives

                We have written about process mapping workshop agendas before. But at the very least you need to set the duration, objectives of the workshop and set time aside for introductions and wrap up. 

                Share with your participants early and remind them before the workshop. 

                Make sure everything is set up

                There’s nothing worse than arriving for a process mapping workshop and waiting for the facilitator to set up the screen, flipcharts, handouts etc. Arrive early, or even the day before, and make sure everything is working and ready to go.

                During the workshop 

                Snacks and refreshments

                Depending on how long your process mapping workshops are you should consider providing refreshments. Even providing water, tea and coffee can help participants to relax and show that you are considerate for their situation. They will be busy, and may not have time to take regular refreshment breaks so you are offering them a safe environment.

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                  Introductions

                  Start your process mapping workshop with introductions, including personal introductions for any participants that are not familiar with each other. Restate the objectives to make sure everyone is aligned and in the right room!

                  Review the agenda and spend some time to explain the basics of the approach and how it’s going to work. We also recommend setting some ground rules such as; set phones to silent, one person talks at a time, what gets said in the room stays in the room and park unresolved discussions after 5 minutes. These are basic suggestions so you can add your own. The objective here is to make everyone feel comfortable.

                  Follow the methodology

                  Now it’s time to start the work your process mapping workshop was intended for. Capture the process following your chosen methodology. You can take a look at our 5 step approach here.

                  Capture opportunities, issues and actions as you go

                  As soon as a group starts talking about their processes they will immediately identify issues in how they work and make suggestions for improving. Sometimes there are unanswered questions or quick wins the team can action immediately. Try to capture these things as you go.

                  Use a flip chart or whiteboard to capture issues, opportunities and actions and then write them up afterward. Or if you are using software to map your processes, capture these items directly against the relevant steps in the process so that you can report on and share them later.

                  This template lays out all the steps to consider

                  Wrap up and assign actions

                  Before you let anyone leave the room make sure you review all the actions and assign them. Agree to follow up so everyone can keep track of the actions and when they are completed, or the outcome of each one.

                  It is definitely worth reviewing the objectives of the workshop. Did you meet them, or will you need further sessions and research to close it off?

                  This workshop may be part of a wider piece of work so make sure you participants have access to the plan and understand how this fits.

                  After

                  Share the content

                  At the end of a workshops participants will feel a sense of achievement. They will have had a chance to get things off their chests and discovered things about their colleagues they didn’t previously know.

                  But remember that you were there to capture and understand a process. So make sure you share the content with them along with any other information that was generated.

                  Many people need time to digest the discussion so often come up with more ideas and feedback after the session. Make sure there is a way for them to feed that back into the work.

                  This could be by email, or if using a software such as Skore you can capture the feedback against the processes.

                  Keep participants up to date with progress

                  Where this workshop was part of a wider project it’s important to keep participants up to date on the progress of the project and how this work contributed. There will undoubtedly be time in the future when you will need to invite them to more workshops. So it’s essential that they feel their time was well spent and led to improvements.

                  Put what you’ve learned into action

                  Finally, you ran this workshop for a reason. Feed what you’ve learned back to the project team to ensure that opportunities are acted upon and the benefits are realised.

                  How to run a process mapping workshop

                  In this article you have learned to how to run a process mapping workshop successfully. The key steps should remain the same whenever you do this but the tools you use can make all the difference.

                  Skore was designed specifically to be used in live process mapping workshops to map processes at the speed of conversation. This means you no longer need to write up notes after the workshop. You can map and share processes there and then. This means you can get sign off and agreement from your stakeholders in the workshop and not lose time chasing after them once the workshop has finished.

                  What’s more, you can also capture all your risks, issues, ideas and other information against the process. You’ll have one place to store, manage and share the information. Skore will even provide instant insights through its built in analytics. Plus you get a living breathing document, easily update-able and engaging that everyone in your organisation can read and understand.

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                    Process Management in Finance: Risk and Compliance

                    Financial institutions are entrusted with vast sums of money and the responsibility to manage it effectively and responsibly. And with great financial power comes the need for stringent risk and compliance management. 

                    The finance sector operates within a complex web of regulations and potential hazards, making it essential to have robust processes in place. In this article, we will explore the vital role of process management in finance, particularly concerning risk and compliance. 

                    We will discuss the importance of process management and delve into how it is executed, from risk identification and control design to the critical aspect of auditing. Additionally, we will explore the use of process management software as a tool to streamline risk and compliance efforts. 

                    By the end of this article, you’ll have a comprehensive understanding of the synergy between process management and financial risk and compliance.

                    Reminder: What Is Risk and Compliance & Importance of Process Management

                    Before we dive into the nitty-gritty of financial process management with risk and compliance, it’s crucial to have a firm grasp of these concepts and why process management is so vital in this context.

                    Risk and Compliance: A Quick Recap

                    In the financial world, risk refers to the potential for financial loss or negative consequences arising from various sources, such as market fluctuations, credit defaults, operational mishaps, and more. Managing these risks is paramount to ensure the stability and sustainability of financial institutions.

                    On the other hand, compliance refers to adhering to the myriad of laws, regulations, and industry standards that govern financial institutions. These regulations are in place to safeguard the interests of stakeholders, maintain the integrity of the financial system, and prevent illicit activities such as money laundering and fraud.

                    The Importance of Process Management

                    In the context of risk and compliance, process management is the systematic approach of planning, executing, and monitoring processes to achieve specific financial objectives while adhering to risk and compliance requirements. It’s a structured framework that ensures that risk is identified, addressed, and mitigated and that the organization is in full compliance with relevant regulations.

                    Process management is vital for a variety of reasons, including:

                    • Risk Mitigation: Effective process management helps identify and mitigate risks by implementing controls and ensuring that risks are well-understood and managed.
                    • Regulatory Adherence: It ensures that an organisation’s operations and processes align with regulatory requirements, reducing the risk of non-compliance and associated penalties.
                    • Operational Efficiency: Process management can streamline operations, reduce waste, and improve efficiency, all of which contribute to a healthier financial institution.
                    • Enhanced Accountability: It fosters a culture of accountability by defining roles, responsibilities, and expectations for every process, thus reducing the risk of errors and misconduct.
                    • Transparency: Process management enhances transparency by documenting processes, making it easier for stakeholders to understand, review, and improve them.

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                    Finance Process Management with Risk and Compliance

                    Now that we’ve refreshed our understanding of risk and compliance and recognized the importance of process management, let’s explore how these concepts come together in the realm of finance.

                    Risk Identification

                    Identifying and understanding risks are fundamental steps in managing them. In finance, risks can be multifaceted, ranging from credit and market risks to operational and reputational risks. Through process management, financial institutions systematically analyse their operations and transactions to identify potential sources of risk. This process involves:

                    • Data Analysis: Examining data to detect patterns or trends that may indicate potential risks.
                    • Scenario Modeling: Creating hypothetical scenarios to understand the impact of different risk factors.
                    • Internal Controls: Reviewing internal controls and safeguards to ensure they are robust enough to manage potential risks.

                    Clear process documentation simplifies the process of risk identification by enabling a detailed, step-by-step examination of potential risks. It provides the advantage of a granular perspective, allowing for a systematic assessment, without relying on memory. Utilisng Skore can enhance this process by facilitating the attachment of identified risks as Custom Fields. This feature provides the capability to consolidate all identified risks into a single view. While duplications may occur, they serve the valuable purpose of pinpointing the precise location of risks within the process.

                    Control Design and Implementation

                    Once risks are identified, the next step is to design and implement controls to mitigate them. Control design involves creating safeguards and processes to manage risk factors effectively. 

                    This process may include:

                    • Policy Development: Creating policies and procedures that detail how risks will be managed and outlining the roles and responsibilities of various stakeholders.
                    • Technology Implementation: Using technology, such as risk management software, to automate and enhance risk control processes.
                    • Employee Training: Ensuring that employees understand the control measures in place and are well-prepared to execute them effectively.

                    These controls can be seamlessly integrated as additional steps within the process. Skore offers the valuable feature of highlighting these controls for enhanced visibility and providing clear descriptions. Furthermore, it allows for comprehensive reporting, enabling a holistic view of control measures across various processes. Additionally, Skore facilitates the establishment of a direct relationship between the identified risk and the controls put in place to mitigate it by linking them to the corresponding activity in which the risk is situated.

                    Audit

                    The auditing process plays a crucial role in verifying the effectiveness of risk and compliance processes. Regular audits are essential to ensure that the controls and processes are operating as intended. Audit in financial institutions may encompass:

                    • Internal Audits: Conducted by internal audit teams to assess the effectiveness of risk and compliance controls within the organization.
                    • External Audits: Carried out by independent audit firms to provide an objective evaluation of the organization’s risk management and compliance efforts.
                    • Regulatory Audits: Regulatory bodies may conduct audits to ensure that the financial institution is complying with industry-specific regulations.

                    In Skore, you can provide a comprehensive presentation of all your controls and the rationale behind their integration into your processes. The next crucial step is demonstrating that these controls are actively executed by individuals, meaning that evidence of their implementation is collected. While this is a feature we hope to implement with the introduction of new forms, for now, you can establish links to locations where the evidence is stored.

                    Process Management Software for Financial Process Risk and Compliance

                    In the dynamic and data-intensive world of finance, process management software has emerged as a critical tool for managing risk and compliance efficiently and effectively. Aside from the specifics seen above, process management software such as Skore offers several advantages:

                    • Data Analysis: In the finance sector, data is the lifeblood of decision-making and risk management. Process management software such as Skore boasts a robust data analysis capability, allowing financial institutions to delve into large datasets and extract valuable insights. By identifying patterns and trends, these tools play a pivotal role in early risk detection. Whether it’s spotting anomalies in transaction data or uncovering irregularities in investment portfolios, process management software serves as a vigilant sentinel in the world of finance.
                    • Automation: The finance industry operates on a tightrope of precision, and even the smallest human error can have significant consequences. Process management software steps in to mitigate this risk by suggesting the correct places to automate routine tasks. Whether it’s data entry, document processing, or transaction verification, automation reduces the reliance on manual processes, significantly lowering the risk of errors. This consistency in task execution ensures that controls are applied uniformly, enhancing the overall risk management and compliance efforts.
                    • Real-time Monitoring: Finance operates in a dynamic environment where market conditions can change in an instant. Process management software with real-time monitoring capabilities allows organizations to stay vigilant and agile. By continuously tracking processes, these solutions enable financial institutions to react swiftly to emerging risks. For example, they can detect sudden fluctuations in market values, unauthorized access attempts, or unusual transaction patterns, triggering immediate responses to mitigate risks and ensure compliance.
                    • Documentation: Regulatory compliance in finance is often synonymous with thorough documentation. Many industry-specific regulations mandate the comprehensive recording of processes and transactions. Process management software simplifies this aspect by providing a central repository for all process documentation. It serves as a digital archive, making it easy for financial institutions to maintain compliance with the stringent regulations that demand meticulous record-keeping. Having a well-organised, searchable, and secure repository ensures that all necessary documents are readily available for regulatory audits or internal reviews.
                    • Reporting: Financial institutions are obligated to demonstrate compliance to regulators, stakeholders, and investors. Generating comprehensive reports that encapsulate the entirety of risk management and compliance efforts is no small feat. Process management software excels in this regard by producing detailed, well-structured reports. These reports serve as a clear, tangible record of the institution’s commitment to risk mitigation and regulatory adherence. They provide an essential tool for communicating the institution’s risk management strategy and achievements to regulatory bodies and stakeholders.

                    Conclusion

                    Process management in Finance is a multifaceted and indispensable practice that intersects with risk and compliance management. It is the bedrock upon which financial institutions build their ability to identify, mitigate, and manage risks while complying with a complex web of regulations. Through systematic risk identification, control design and implementation, and rigorous auditing, financial institutions can maintain their stability, integrity, and the trust of their stakeholders.

                    Moreover, the integration of process management software has revolutionised the way these organisations tackle risk and compliance. These tools offer the promise of more efficient, data-driven, and streamlined processes that enable financial institutions to stay resilient in the face of evolving risks and regulatory demands. 

                    If you’d like to learn more about how process management can help you achieve your objectives then you can sign up for resources to help you started on your process improvement journey.

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                    Are Your Business Processes Hard to Find?

                    Are you having a hard time capturing and communicating your business processes with your employees and stakeholders? Is it maybe because they are hard to find?

                    Effective business processes are the backbone of any successful organisation. They provide structure, consistency, and a roadmap for how tasks should be executed. 

                    However, when these processes become hard to find, it can lead to chaos, inefficiency, and a frustrating work environment. 

                    In this article, we’ll explore the reasons behind why your business processes may be causing you issues, and provide insights into how to tackle this problem.

                    Hard to Find

                    Let’s start by delving deeper into how your business processes being hard to find affects your organisation. There are several aspects to consider in this regard.

                    1. Extended Training Times

                    Training new employees is a fundamental aspect of sustaining and growing your organisation. However, when your business processes are hard to find, this training process becomes more time-consuming and challenging. New hires must invest extra time and effort to grasp the intricacies of operations, often relying on shadowing colleagues or learning through trial and error. This extended training period not only hampers the productivity of new team members but also strains the resources allocated to their onboarding.

                    2. Costly Process Recreation

                    The lack of easily accessible business processes can be financially draining. When employees can’t locate essential processes, they often resort to creating their own makeshift solutions. This duplication of effort wastes both time and money. It can lead to inconsistencies in how tasks are performed and erodes the efficiency of your organisation. Moreover, recreating processes without a standardised approach can result in errors and inefficiencies, which can further amplify costs.

                    3. Uncertain Workflows and Planning Challenges

                    Predictability is crucial in business operations. When your processes are hard to find, the predictability of workflows and project timelines goes out the window. Inconsistent processes and ad-hoc solutions create a climate of unpredictability, making it challenging to plan and allocate resources effectively. This uncertainty can lead to missed deadlines, reduced project quality, and strained relationships with clients and partners.

                    4. Eroding Customer Confidence

                    Your customers are at the heart of your business, and their confidence in your work is paramount. When your business processes are hard to find, it often leads to inefficiency, errors, and a lack of consistency in the services or products you deliver. As a result, your customers may lose confidence in your ability to meet their needs reliably. This erosion of trust can result in customer dissatisfaction, complaints, and, in severe cases, the loss of valuable clients.

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                    No Central Location

                    One of the primary causes of elusive business processes is the absence of a centralized location for storing and accessing these critical assets. Without a central location, your employees are often dealing with each situation blindly.

                    Having a central location for your processes offers several benefits:

                    1. Accessibility: A central repository makes it easy for employees to access processes whenever needed. It eliminates the need to search through various platforms or ask multiple people for information.

                    2. Consistency: When processes are stored in a central location, you can enforce consistent formatting, language, and accessibility. This consistency makes it easier for employees to understand and use the processes effectively.

                    3. Version Control: Maintaining a central repository allows for proper version control. When processes are updated or revised, the changes can be tracked and documented, ensuring that everyone has access to the latest information.

                    4. Security: Centralised storage provides a secure location for sensitive and critical processes. You can implement access controls and permissions to protect your processes from unauthorised viewing or editing.

                    5. Saves Time: It saves valuable time by streamlining the process of finding and accessing critical information. Employees can focus on their tasks rather than searching for the right documents.

                    To establish a central location for your business processes, the Skore platform enables you to easily create a process library. Your employees can revisit processes as needed and, when the time comes to study them for improvement, they are easily accessible to all relevant parties. 

                    Inconsistent Naming

                    Another major stumbling block when it comes to finding business processes is inconsistent naming conventions. Here’s why this is a significant problem:

                    Confusion

                    Inconsistent naming creates confusion within your organisation. Imagine having multiple names for a single process or similar names for entirely different processes. Employees may struggle to identify which process they need, leading to delays and errors in their work.

                    Difficulty in Searching

                    Inconsistent naming makes searching for processes a Herculean task. When your processes don’t follow a standardised naming convention, employees have to rely on trial and error or depend on tribal knowledge, further contributing to the problem of processes being hard to find.

                    Communication Breakdown

                    Inconsistent naming can also lead to miscommunication. When employees refer to processes using different names, it can result in misunderstandings, disagreements, and inefficiencies in daily operations. Additionally, not knowing who is in charge of what will create constant slowdowns affecting the entire process.

                    To tackle this issue, it’s essential to establish and implement a clear and standardised naming convention for your processes. Here are some tips to help you get started:

                    1. Gather Input: Involve your team in the process of creating naming conventions. Gather their input to ensure that the conventions are practical and align with your organisation’s culture.

                    2. Simplicity: Keep the naming convention simple and easy to remember. Complicated conventions can lead to errors and resistance from employees.

                    3. Consistency: Ensure that the naming convention is applied consistently across all processes. Consistency is key to making processes easily identifiable.

                    4. Document the Convention: Once established, document the naming convention and make it accessible to all employees. This documentation should be part of the central repository where processes are stored.

                    5. Training: Train your employees on the naming convention and its importance. Provide examples and guidelines to help them adhere to the standards.

                    By standardising the process and naming conventions, you can make it much easier for employees to identify and access the right processes when they need them.

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                    They Don’t Exist

                    The most critical issue that can make business processes hard to find is when they simply don’t exist in a documented form. When processes are stored in people’s heads or passed down verbally, they become elusive and can cause several problems:

                    Knowledge Dependency

                    When processes are not documented, your organisation becomes overly dependent on specific individuals who hold the knowledge. If these individuals leave the company or are unavailable, it can disrupt your operations and lead to costly errors.

                    Training Challenges

                    New employees face a steep learning curve when processes aren’t documented. They must rely on shadowing others or learning through trial and error, which is inefficient and can lead to inconsistencies in how tasks are performed.

                    Inefficiency

                    Undocumented processes can result in inefficiency and wasted time as employees struggle to figure out the best way to complete their tasks. Sometimes, employees will give up looking and do their own actions. This leads to a lack of consistency and runs the risk of tasks being done incorrectly, leading to dissatisfied customers.

                    Unhappy Customers 

                    The impact on customers of not knowing where business processes are can be significant and often detrimental to your business. Customers are the lifeblood of any organisation, and their experiences directly influence your reputation, customer loyalty, and ultimately, your bottom line. Anything that results in higher customer service tickets, missed deadlines or delays, or a decrease in service quality such as not knowing where your processes are will lead to unhappy customers, eventually decreasing your brand reputation and affecting your revenue directly.

                    Risk and Compliance

                    By not knowing what your processes are or where they are, you don’t know if you are following vital risk and compliance regulations. Processes are incredibly important to make sure these are followed and you are not breaking the law. You run the risk of breaking the law and landing in serious problems if you do not know where your processes are or how your business is run.

                    Conclusion

                    Efficiency is the linchpin of success. Your business processes serve as the roadmap, guiding your organisation towards its goals. However, as we’ve explored in this blog post, when these processes become hard to find, they can become stumbling blocks instead of stepping stones.

                    In a world where business landscapes are constantly evolving, having easily accessible and well-documented business processes can be a competitive advantage. It enables your organisation to adapt to changes, scale efficiently, and provide consistently high-quality services to your clients.

                    At Skore, we aim to provide knowledge of processes and how to fix them to everyone in our community, you can gain access to the tools and resources we offer by joining our community below.

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                    The Cost of Poor Process Management 

                    Process management is vital to the success of any organisation.

                    Poor process management essentially means that you do not know how your organisation is working and it won’t get better by itself. In this blog we’ll be identifying the hidden and the not-so-hidden costs of poor process management and how to fix them. 

                    Let’s dive in.

                    Time Lost on Understanding Processes

                    The clearest cost is the amount of time lost on understanding processes.

                    Whether it’s an employee spending time training or teaching new employees, analysts going back through previous processes, or even a current employee or stakeholder seeking to understand how things are running – this is valuable time that you are losing and spending on re-learning and understanding how your business is currently running.

                    Valuable time that might be better used elsewhere, slowing everything down significantly, resulting in less output and a higher possibility of unhappy clients.

                    We recently shared a deep dive into the world of process management for clinical trials. One of their biggest concerns is the amount of wasted time they have during each trial.

                    Because processes are not understood correctly, managers keep spending time retracing employee steps whenever anything shows up in the data that may indicate something was not followed as it should have been. With clinical trials, this is especially problematic as any divergence in procedure affects the overall data and results, which may mean the entire trial is tainted and cannot be used.

                    While this is a more extreme example, it paints a clear picture of the amount of time wasted on understanding processes, and the effects this may have on a business that is not managing them correctly. And it can happen in any business. 

                    Plus time lost is simply the most obvious issue that stems from poor process management.

                    Other Losses of Poor Process Management

                    There are several other losses to your business that stem from poor process management, let’s go over a few:

                    Money

                    The clearest example of the cost of poor process management is loss of revenue – up to 20-30% in fact.

                    This is in large part because you are spending time understanding your process instead of being able to simply follow it as a company, since it is constantly being re-learned or re-taught or simply done incorrectly, resulting in no standardisation. 

                    Such circumstances tend to slow down even the most efficient processes, leading to delayed product delivery and unsatisfactory services for clients. When clients do not receive products or services on time, it may cause them to be disappointed, and frustrated, ultimately seeking alternative providers. The results of this can be catastrophic for a business as they are likely to lose customers, clients, and revenue.

                    Businesses often tend to not realise the effect of poor process management on their financial status. 

                    Wasted resources can build up over time, leading to significant financial losses. You might be investing in unnecessary tools, forms, tasks, or even inventory space which cannot be accurately developed or administered if the process management is not up to par. 

                    This will increase unnecessary expenses, which can cause problems down the line leading to cuts in budget where partnerships will be affected and laying off of staff, which would be incredibly detrimental.

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                    Lack of team unity and loyalty

                    Without a clear process, your employees do not know what and how theycontribute to the company. Being unsure of how their daily tasks relate to the company’s goals, they may begin to feel that their work is meaningless and has little impact. This can lead to a sense of frustration and disengagement, as well as a lack of loyalty to the company.

                    In turn, a lack of employee loyalty can quickly lead to high turnover rates, which is both time-consuming and costly. Continuously hiring and training new employees can be a significant drain on resources, and can also have a negative impact on team dynamics.

                    Additionally, successful businesses understand that team unity is a crucial factor in achieving success in the long run. Without a shared understanding of how individual roles contribute to the company’s overall success, team morale can quickly deteriorate. This can lead to a lack of collaboration, communication breakdowns, and even conflicts within the team.

                    Businesses must prioritise the development and maintenance of clear processes that demonstrate how each employee’s work contributes to the overall success of the company. 

                    This includes setting clear company goals that are communicated to each member of the team, ensuring that each employee understands their role in achieving those goals, and providing ongoing support and feedback to help them stay motivated and engaged. By doing so, businesses foster a sense of purpose and understanding among their employees and achieve greater success and growth in the long term.

                    Mental health

                    Studies have shown that the work environment has a significant impact on employees’ mental health. The lack of a clear purpose and understanding of their contribution to an overall goal can lead to feelings of disengagement and unhappiness in the workplace. 

                    This is especially true in workplaces where there is poor process management. When employees are not given clear steps to success, they can feel like they are constantly performing tasks with no understanding of their quantifiable goals, which can lead to a sense of frustration and hopelessness.

                    If employees feel that management is constantly criticizing them for not doing enough, it can amplify their negative thoughts and emotions, leading to a further deterioration in their mental health. Stress and anxiety can take a toll on their overall well-being, making them more prone to depression and burnout.

                    Furthermore, poor mental health can have far-reaching consequences beyond the individual employee. It can lead to reduced productivity and efficiency, increased absenteeism, and higher turnover rates. Companies that fail to address the mental health of their employees risk losing their top talent while also damaging their reputation as an employer.

                    It is essential for companies to create a healthy work environment that prioritises employees’ mental health and well-being via good process management.

                    How to Fix Poor Process Management

                    Fixing poor process management is not an overnight task, but it is achievable for any company. So it’s best to start as soon as possible by following some basic steps:

                    Take it back to basics

                    The first thing to do is to remove all the excess from your current processes and understand how you need them to work. It’s time to re-draw your process map and simplify what your goals are for each task. 

                    This will help you re-center your thoughts and orient and align your processes with what the company needs to be successful at this stage.

                    Involve everyone in the process

                    As you spend time re-mapping your processes (or mapping them for the first time), it is crucial that you involve all employees. Not in all the processes, but in the ones they are a part of.

                    It will help you understand how the process is currently being run and working in their daily tasks, and also allow them to contribute and showcase their knowledge. This fosters communication and provides a clear purpose for teams to strive for.

                    Collectively find spots to improve

                    Having mapped out your processes, it’s time to find areas to improve on.

                    Once again, remember to involve the relevant employees per each process. They themselves may have suggestions or may remember a step at this point that takes them longer and a way to fix it. Additionally, this is a good way to provide them with a sense of purpose and agency urgency?? in their role, as their suggestions are heard and taken into account. They will realise they have the capacity to help make the needed changes to improve the company.

                    And, you will have found places in your processes that are slowing you down and affecting your success. 

                    Make it a habit

                    Finally, you must make this a habit. You don’t always have to re-draw your process maps – in fact, with a process library you can save all of the existing documentation and re-visit it as many times as you like!

                    Process management software can now also provide you with built-in reminders to check in on how your processes are running, and how they can be further improved. No need to remember yourself, making it much easier to avoid poor process management and instead have healthy processes in place.

                    Conclusion

                    Simply put, inefficient process management will have a considerable impact on the success of your business. 

                    Poor process management has a cost, and it is not one to take lightly. 

                    To avoid these negative consequences, businesses should prioritise standardised process management, efficient delivery of services and products, and proper resource allocation. In doing so, businesses can ensure customer satisfaction while also maintaining growth and profitability.

                    At Skore, we hope to show all businesses how they can adapt their existing processes to avoid falling into the pitfalls of poor process management and instead achieve continuous improvement and further optimise.

                    Find out more about how processes can be improved by signing up to our resource community

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