Digital transformation requires rethinking key processes.
Working in different management positions in different companies and departments, I have met with an exuberant variety of processes - from burdened with experience bureaucratic to elegant technological. Digital transformation requires rethinking processes. At the same time, my own managerial style is based on only 3 key ones. Which, as a rule, do not exist in companies. It's a pity. After all, if they are backed up with analytics in real time, then they are able to give almost magical superpower to everyone who touches them.
1Management of risks.
Risks are what makes our life more interesting and varied. Risks are like demons circling over any new undertaking, and human and project risks are trying to discredit at the most inopportune moment.
Fines, sanctions, legal proceedings, and even elementary - the client simply refuses to pay. Of course, this is important and we regularly monitor the risks - companies say and nod.
Then easily answer what is their life cycle? What is the process of their communication and escalation? What% of risks were prevented last month? How do they affect planning and evaluation processes?
Well, you can just add 20% to the price on the customer's check and hope for the best. But if you get confused and debug the risk management process properly, then he is able to reach an ecologically new level - self-cleaning and self-regulation. When the system reports a defect or abnormal behavior and the likely outcome. My ideal is: “If you now make such a decision, then here are the consequences with the probabilities. Don't forget that people get sick and drink coffee, and last quarter you were optimistic and missed your estimates by 17%. ”
Yes, I take my ideas from science fiction films. But modern algorithms are capable of a lot if they are fed with structured useful data - diligently and regularly monitor and collect statistics.
2Idea management (in a simple way - hypothesis testing).
It would seem very logical and cyclical - brainstorming, generating ideas, validating, agreeing, testing hypotheses and revising methods - and we observe how the company becomes modern, flexible and innovative. But somewhere in the implementation phase lies imperfection.
In fact, it is in the difference in the perception of time. Ideas are volatile - reality is inert. However, during the journey ... reality could change, the idea could lose its context. Here 2 extremes meet - cavalry races (getting pleasure from ideas without the need to bring them to a stable result) or riding a dead horse (persistence in getting a result that is no longer needed).
All these things are deeply subjective and are in the plane of psychology. Therefore, they need to be pronounced and recorded. Ask everyone on the team what we consider to be a success? What's a defeat? What do we consider a point of no return? This sounds obvious, but ask everyone in your meeting to write it down and see the result - is there a single match? I mean, at the beginning of the journey, we need to agree not only about what we are doing, but also about where and how we stop our actions.
So the process of managing ideas, it is also the process of testing hypotheses, it is also the process of terminating agreements, is multifaceted and most often emotional, therefore it is rarely found in its pure form. And the one who is able to control it gets stability.
The support process is not mortal boredom, and not reactive behavior in response to user complaints, but a smart accumulation of knowledge and a starting point for implementing changes. A process that can and should ensure sustainable development.
To start is a simple matter: they have invented, painted, blinded, enjoyed their own genius. And to implement it in life, change habits, culture and get a long-term growing effect is already an indicator of skill.
In any case, you can amuse yourself with victories, but evolution will do its job and will erase even the most effective solution to dust if it does not evolve. The system must anticipate and cope with changes. And at some wonderful moment - to make the development process independent of a person.
It doesn't matter if you have a technology system, a customer service department, or a new employee retention idea. What matters is how and by whom it will be supported. Take a closer look, and this is where you will find prominent representatives of the corporate terrarium: risks, costs, dependencies, blockages and blocks for your ideas and new products. For me, the question of supporting any solution, system or process is always an indicator of maturity inruler.
What are the key processes for you?