Do you have process that no one really understands unless you ask someone how to
ID: 464025 • Letter: D
Question
Do you have process that no one really understands unless you ask someone how to do it? For example, how hard is it for you to log onto a computer and see your performance measures? Does your organization have data that you need in order to make a decision, but you have no idea how to get the data?
If I ask you to tell me your organization's key strategies for the next five years, do you know them....or even know where to look for them.
If I ask you for your daily revenues (sales), do you know how to get them or do you have to call someone in accounting.
Do you know if your customers like you? How hard is it for you to find out, and why do you have to ask someone?
If you had difficulty with any of the above--plus many other possible questions---how can your organization be focused on value creation when internal processes are problematic?
Do you have process that no one really understands unless you ask someone how to do it? For example, how hard is it for you to log onto a computer and see your performance measures? Does your organization have data that you need in order to make a decision, but you have no idea how to get the data?
If I ask you to tell me your organization's key strategies for the next five years, do you know them....or even know where to look for them.
If I ask you for your daily revenues (sales), do you know how to get them or do you have to call someone in accounting.
Do you know if your customers like you? How hard is it for you to find out, and why do you have to ask someone?
If you had difficulty with any of the above--plus many other possible questions---how can your organization be focused on value creation when internal processes are problematic?
Explanation / Answer
Generally in functional organization structures, specific people are assigned to gather and provide the data need for decision making, performance, etc from the software and information systems being used within the company. But this approach increases manpower redundancy in the company. Instead in companies, when information software systems are being implemented, employees should be given training on how to use them for generating the required information, and new employees should be training in the same during their probation period.
As far as the key strategies of the organization are concerned, it is crucial for the top management to gather inputs and ideas from the employees of the organization too before implementing new strategies within the organization. This way the employees are aware of the strategic approach of the company along with successful strategic implementation.
Information like daily revenues and other information regarding the company’s growth and position in the market, and generic customer’s review or feedback about company’s products and services, should be communicated to the employees daily through emails or intranet to ensure the employees of the organization have a unified goal towards the organization’s growth.
Value creation needs the whole organization focus on unified goals. Every employee should be aware what efforts create value for the organization and for their customers. Hence, the importance of open and two way communication (top down and bottom up), increases many folds within the company’s internal processes to ensure value creation by the organization. Without streamlining the internal processes, the efforts towards value creation will be fragmented, and hence company will not achieve what it aims for, if it achieves, the intensity of success will b mellowed down due to this fragmentation. Hence, communication within the organization as a part of its internal processes, is the key to value creation.
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