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  • Writer's pictureMichael Sena

Mastering Process Improvements: Expert Strategies for Business Success

Imagine a well-oiled machine, with every gear, cog, and lever working seamlessly together to achieve peak performance. That's the vision of a streamlined business, where process improvements unlock new levels of efficiency and success.


But the road to that ideal can be fraught with challenges. From uncommitted leadership to employee resistance and communication breakdowns, the implementation of process improvements can sometimes feel like navigating a minefield.


In this insightful article, we've gathered expert opinions on common challenges businesses face when implementing process improvements and how to overcome them. Delve into this treasure trove of wisdom as we explore strategies such as defining executive sponsor responsibilities, embracing the J Curve, aligning teams through communication, and more.



Discover the secrets to fostering a flexible organizational structure, empowering process improvement champions, and linking process improvement to business growth. With these expert-backed strategies, you'll be well on your way to creating a more efficient, resilient, and thriving business.


Define Executive Sponsor Responsibilities

A lack of active and supportive executive sponsorship is one of the latest examples of what is still a significant trend regarding the impact that sponsorship may have on change management efforts. It is determined that there are gaps and issues in identifying and utilizing their executive sponsor due to changes in leadership or decreasing sponsor activity. In the same way that good sponsorship may energize and motivate the organization, poor sponsorship may limit and delay progress. Employees interpret a missing or inactive sponsor as a measure of the effort's importance.


To overcome it, it's critical to clearly define the executive sponsor's responsibilities and convey them to both the sponsor and the team members involved in the change management process. This will make sure that the sponsor is aware of their duties and capable of offering the required assistance.


Mike Lees, Chief Marketing Officer, LeaseAccelerator


Involve Employees in Improvement Cycle

Process improvements may seem like a great idea to leaders and managers, but it’s quite possible that employees do not share the same point of view. After all, it is natural for the workforce to resist an idea that will require them to let go of existing processes and learn and adapt to a new process structure. And as every manager knows, without the participation of the workforce, it is impossible to implement even the slightest process improvement.


The solution is to make employees a part of the entire cycle so that they’re not only aware of changes in the pipeline but can even contribute to it in the form of ideas and suggestions. And with their hands-on experience, their inputs are bound to be of significant value. This way, they realize how every improvement will impact their efficiency and output, making it easier for them to embrace new implementations.


Riley Beam, Managing Attorney, Douglas R. Beam, P.A.


Integrate Solution Development and Implementation

Neglecting results is the worst thing that can happen to good process work, which takes a lot of time and effort. Process improvement efforts usually end with a list of suggested actions, which another group must implement (e.g., the software development team must integrate a new solution). When solution development and implementation are not well-integrated, problems arise. Sometimes stakeholders don't like the ideas or don't have the political power to implement them. Process work is only successful if the organization saves time and money or improves quality. Project failure results from inaction.


Alice Hall, Co-founder and Creative Director, Rowen Homes


Embrace the J Curve and Persist

In a majority of the times I have implemented a new process, the first time running it takes longer than the old process. In growth, we use a term called the J curve. This means, you start at the baseline, go down a bit, before growth accelerates. Most new processes have this characteristic. There is some pain and cost at the front-end. You may even have detractors in the organization who view this as evidence of failure. Stay on it, run the process. Before long you'll accelerate from the low point and gain the benefits of optimization.



Ease Employees into New Transitions

Sometimes, businesses can underestimate the importance of announcing process improvements with enough time for their employees to prepare. Otherwise, these changes can come as a shock when announced and implemented suddenly. Employees need to be able to process that something new is coming before having to change their routines immediately. Being thrown off guard so drastically could affect their work performance due to feeling confusion, pressure, and anxiety. Therefore, it's crucial to ease your employees into new transitions.


Miles Beckett, Co-founder and CEO, Flossy


Align Teams Through Communication

Aligning teams is a problem that firms frequently run into while implementing process changes. Teams sometimes find it difficult to collaborate in a coordinated and effective way, while having the best of intentions. This may lead to a lack of advancement, missing deadlines, and frustration on everyone's part.

Collaboration between teams and effective communication are essential for overcoming this obstacle. At Compare Banks, we built a project management system that permitted real-time updates and transparency, as well as routine team meetings. This made it easier to make sure that everyone was on the same page and pursuing the same objectives.



Structured Communication for Remote Teams

As a team lead at a digital media company, our management has created several successful ways to deal with the challenge of implementing process improvements with an all-remote team working in different time zones and on various schedules.


When we roll out a process improvement, we announce it on the appropriate Slack channel, attach a document of detailed instructions, provide a timeframe for implementation, and note whom to contact for questions.


We ask each team member to give a thumbs up to the Slack message and sign their name at the bottom of the instructions guide, signifying they understand the information. If they don't do this within three business days, we send them a reminder.


Since most of our process improvements affect our content, we often create a spreadsheet listing our articles and ask writers to claim one article — and not move on to the next until an editor has reviewed their first try to let them know if they are on the right track or need more direction.


Michelle Robbins, Licensed Insurance Agent, Clearsurance.com


Select Manageable Process Updates

As your business scales, updating several processes simultaneously may be necessary. Doing so may seem like a major transformation, but selecting no more than five updates at a time will make it more manageable. And gathering feedback from your employees on which issues are most pressing will help determine the order of the updates. But remember that kicking these process improvements off with a low-effort, low-impact update will make adoption easier for everyone.


Daniel Kroytor, Founder and Director, Tailored Pay


Foster Flexible Organizational Structure

A barrier I see in the way of process improvement initiatives is the structure of the organization. Structures that are rigid or hierarchical can stifle creativity and discourage people from submitting ideas and proposals for process improvement. To address this issue, I believe firms must create a more flexible and agile organizational structure that encourages cooperation and feedback from employees at all levels. This may entail restructuring teams or departments, flattening hierarchies, and giving people the authority to make decisions and take responsibility for process changes.


Kenny Kline, President and Financial Lead, BarBend


Empower Process Improvement Champions

This is the real reason that so many business process improvements fail. Someone comes up with a great set of improvements, pitches it to leadership who gives it the go-ahead, a few teams catch on and start working in the new way - and yet, the idea doesn't gain traction in the rest of the organization. Without a certain critical mass of adoption, process improvements - regardless of how impactful - are doomed to failure. This can be solved in a few ways. The first is communication - some teams might just not know about the improved processes due to a breakdown in communication or just not reading emails. Selecting process champions and empowering them to convert teams and people is a good start. A more stick rather than carrot approach is to put attending training on the topic as part of yearly progress reports for managers.



Align Improvements with Customer Feedback

One of the most difficult challenges companies have when implementing process improvements, in my opinion, is a lack of alignment with customer needs. Improving internal processes may not always transfer into better customer experiences, resulting in lower customer satisfaction and loyalty. To solve this difficulty, I believe companies must match their process improvement projects with the demands and preferences of their customers. Conducting consumer research and analysis, soliciting customer feedback, and incorporating customer feedback into the design and implementation of process changes may all fall under this category.


Gerrid Smith, Chief Marketing Officer, Joy Organics


Develop Effective Supply Chain Strategy

Businesses often find that the challenges associated with implementing process improvements are related to lengthy delays in the supply chain. This can be caused by a variety of factors, including inadequate communication between suppliers and customers, inefficient order processing systems, or transportation problems. To overcome this challenge, businesses should focus on creating an effective supply chain strategy which outlines clear expectations for suppliers and customers, as well as establishing robust procedures for monitoring and tracking orders.


Shelby Oliphant, Director of Operations, Bryar Wolf


Promote Buy-In and Collaboration

When introducing process improvements, the biggest challenge is often getting people to buy into the idea and make the change. People may be loath to modify existing processes they are comfortable with, and there can be strong resistance to new ideas; after all, no one likes change! To overcome this, it’s important to focus on how the changes will benefit the organization in the long run and to get buy-in from all levels of staff. Regular communication, training, and clear communication channels can help ensure everyone understands the value that process improvements can bring. Finally, it’s important to celebrate successes and to acknowledge any effort that people have made in order to implement the changes. By taking a collaborative approach, you can help foster an open attitude towards process improvements, setting your business up for success.



Ensure Leadership Commitment and Integration

When management is uncommitted, leaders leave their employees. Employees get disengaged at work as a result of a lack of leadership, making it difficult to fulfill their goals. Failure to assume this leadership duty is the major cause of BPM project failure. First, you'll need buy-in from top-level executives who recognize the value in your strategy and are willing to assist you financially and with resources. You must also have end-user buy-in or you will never meet your KPIs. The leadership team must justify a change and explain how it will affect every aspect of the business. Leaders must integrate enterprise software into business procedures and goals. In my opinion, this method can assist employees in understanding their role in the organization.


Kim Leary, Creative Director, squibble


Link Process Improvement to Business Growth

Many companies encounter a common challenge while implementing process improvements - their employees and leaders are reluctant to let go of past practices. They tend to revert to ineffective and inefficient old ways instead of embracing the overhaul. One useful approach to overcome this barrier is by linking process improvement with business growth and company objectives. Once the employees discern the advantageous outcomes of change, such as bolstering company culture, creating more competitive products, and offering personalized services to customers, they are more likely to support the process improvement initiatives. Continuous reminders from leadership on how the improved process generates better value for the marketplace and helps employees to perform better are equally crucial to ensure that the company avoids backsliding and keeps up with the improvement.



Conclusion

In conclusion, the journey to implementing process improvements is not without its challenges. But with the invaluable insights and expert-backed strategies shared in this article, businesses can overcome these obstacles and unlock the full potential of their operations.


By embracing a mindset of adaptability, fostering a culture of collaboration and communication, and aligning improvements with business growth and customer feedback, organizations can successfully navigate the complex landscape of change management.


Remember that the key lies in persistence, learning from setbacks, and staying committed to the ultimate goal of creating a more efficient and thriving business. As you embark on this transformative journey, let these expert tips be your guiding light, empowering your organization to reach new heights of success and innovation.

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1. Lack of awareness
2. Budgeting constraints
3. Status quo
4. Case study
5. Equilibrium
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