How to help the business improve

Dear Bob …

I could use some tips on how to identify our processes that need an overhaul.  Our users, like most, are resistant to changing processes to the extent that they don’t seem to want us to find the duplication and inefficiencies in them.

I’m talking about the way our employees accomplish their tasks. For example, Bob prints a quote, faxes it to the potential customer, and files the paper copy. Then, if the order from the customer comes through, another person finds the paper copy of the quote and enters the info into a Sales Order in our ERP system. That is what I mean when I say “processes” that need an overhaul. Obviously, we want the info Bob is generating when he makes a quote to integrate electronically into the Sales Order.

How do I get them pointed in the right direction?

– Rebuffed

Dear Rebuffed …

My best suggestion is to start, not by identifying the processes themselves, but by identifying likely champions and sponsors of process improvement.

When IT suggests streamlining and improving a business process, it’s a turf intrusion, or at least, it’s likely to be perceived as a turf intrusion. In fact, it’s worse than that because in many situations, streamlining a process results in the shrinking of a workgroup or department. Whether this leads to layoffs or redeployments, the workgroup or department manager ends up with a smaller span of control. In many company’s that’s tantamount to a demotion.

So your first step is identifying middle managers or executives who stand to benefit personally from process improvement. Make them your best friends. Chat with them. Schmooze with them. Talk over how you think the use of IT can support their areas, ask whether they’re interested, and ask their advice on how to get something started.

In sales, this is called “networking.” There’s really no difference between what you’re trying to achieve and selling, other than your working for the same company as your prospects.

– Bob

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