Balance the Three Process Components
A process requires three separate but interdependent efforts. First, there’s the need for planning. Next comes performance, or execution. The third effort involves measurement and management support. The power of the overall process depends on a healthy balance between all three.
Historically, most of the effort invested in process improvement has been spent on component #2: Perform. Organizations polish their process execution to a high sheen. They eliminate unnecessary steps. They reduce the number of handoffs. They minimize the amount of time wasted on low-valueadding work. Eventually, the process itself becomes a work of art. Problem is, this bright and shiny process that’s receiving so much attention is more or less an orphan. Both the front-end effort (planning) and the back-end work (measurement and management support) are missing to a large degree. As a result, the process is misdirected . . . disconnected from the company strategy . . . or impotent due to a lack of follow through.
This tendency to over-focus on process execution is unfortunate. Organizations spend roughly 80 to 90 percent of their time there. But our experience suggests that the greatest opportunities for gain exist in the other two areas....