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A decade of process focus and empowerment of cross-functional teams has transformed the way corporations operate. To some extent, the message seems to be: get processes right, and the results will come.
The truth is these improvements are not necessarily in perfect sync with the company’s strategy, nor actually enforced into its operations, nor truly committed to through the company’s budgets .
As a result, many companies are still struggling to leverage process improvements into real business results !
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 What processes have the highest potential impact on the strategic business objectives. By how
much ? This is relatively easy to find out, provided one considers how processes impact one another: e.g. an improvement in the
New Products Development process may result in a higher hit rate in Sales, higher productivity in Order
Fulfilment, and reduced Servicing costs… The outcome is a strategic cross process impact
chart (see below).
But leveraging these improvements into real business results requires more: not only will top management need to personally support the toughest process improvement decisions, they will also need to commit to their business impact through budgeting and planning.
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