This morning I stumbled upon a role for a business process mapping specialist. It was saying all the right things to get my attention. Specifically about
wanting to bust internal silos, get different departments talking to each other and integrate the way business was done. However after a conversation about the role, it was clear the management were only interested in more of the same. Someone that was tied to the existing systems, knew the inside of how that place worked, and basically would be a good fit to maintain the status quo. All good, their business, their call. I suspect whatever they do, the silos that are busted today will slowly and surreptitiously be rebuilt over time. Control and order is maintained but not by the management, by their people.
The good news is that it got me digging a bit deeper on the idea of business process mapping and management in general. Although I did choose an elective at uni on Operations Management, I was keen to understand more on business processes.
In my search I found this great piece by Steve Denning on the topic and these are the highlights for me:
"traditional management is essentially about the manipulation of things through processes, rather than interaction with people through conversations"
"What the champions of business process reengineering and HBR failed to see was that the fundamental problem of the workplace wasn’t this or that particular system or process. The deeper problem lay precisely in thinking about work primarily as an internally driven set of processes, using people who could be manipulated, rather than viewing the workplace as an interaction of thinking, feeling, laughing, caring human beings whose talents, energies, and ingenuities are fully engaged in finding ways to delight clients."
"there are deeper psychological reasons for sticking with traditional management. The assumptions of traditional management help preserve the illusion of being in control."
and he gives a final dig to the Harvard Business Review for championing the dogma of traditional management:
"You should no more expect Harvard Business Review to abandon the values, attitudes and philosophy embedded in traditional management than you should expect the Vatican to announce that it has begun to have second thoughts about the Virgin Birth."
You can't change processes until you're prepared to change the conversations you have with your people. The relationships you foster with all stakeholders and your ability to lead with open communication is a better investment than simply installing new technology or instigating a restructure to shake things up. People make things happen. Your people can also make sure things don't happen too. Don't be like the emperor with no clothes - be prepared to hear and entertain what you might not want to face.
