In our last post, we covered the key components of a business model. Now we will take it a step further and tackle the key pieces of a business discipline.
Once you are committed to building this process-centric business model, committing also to a disciplined change management process is vital. You must make sure that you keep it up to date. Schedule reviews, drive model updates and make sure they are effective. Monitoring your processes through KPIs may require process change as well. And through all these changes they need to remain auditable. You cannot rely on tribal knowledge. It must be articulated in the model. Above all though, meaningful change requires disciplined management.
We see cases where organizations, especially in the financial services area, are looking to implement concepts like a control room to monitor their associated KPIs. These organizations seek to operate by strategy-based metrics in the context of a control room where processes and actions go through centralized validation. The key consideration is the context of the process that you are trying to measure. Having the business model gives you this context. You will see the framework in which to slot in a control room structure. The goal is not just about looking at data, but rather to understand the impact of that data across your organization. Control rooms are another case where the process-centric business model is so important.
Organizations need to start considering the idea of context switching. This means moving from “Normal Mode” into “Emergency mode” in the event of a major disruption. There are processes to switch and, once the event has passed, to switch back. Designing those switches upfront allows for quicker reactions to these kinds of risks. This is another form of control process, the utility and flexibility of which comes into focus when looking at a processcentric model.
For even more information on this topic, download our latest whitepaper, Dealing with Uncertainty & Disruption with Effective Risk Management.