Good process reengineering yields a process that is effective and efficient but it may leave unspecified two aspects of accountability necessary for ensuring best implementation of the process.
- First, while specifying the department in which a step of the process should be done, process reengineering often does not state the role within that department that should be accountable for the step.
- Second, process reengineering typically does not specify the relationships among the various roles involved in the process. Unless role relationships are specified, tension can easily occur and the resulting actions will be determined not by strategy but by which of the two has the stronger personality.
This 1 ½ day workshop trains employees in an approach that clarifies the accountabilities inherent in a new process to allow the process to actually be implemented as intended.
What You Will Learn
Three topics are covered in the workshop:
- Level of Complexity of Work. How to judge at what level of the organization a step in a process needs to be worked on.
- Role Relationships. A time-tested method for specifying how two roles should relate to each other, a much more precise tool than the RASCI approach frequently used.
- A method for reviewing a process and determining the most appropriate level of role for each step and relationships between the various roles involved.
SatiStar will determine ahead of time problems experienced by students resulting from inappropriate level of accountability or role relationships and refer to these issues in the workshop.
Turning Process into Accountability trains employees in an approach that clarifies the accountabilities inherent in a new process to allow the process to actually be implemented as intended.
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