Never assume you know the problem. Be patient. Collect lots of data. Learn what you need to do to be an effective change agent in your organization.
- Improving a business process means that you're tasked…with developing and implementing a solution.…You're being given an opportunity to make a difference.…You're like a business process doctor.…So imagine you're the patient.…You're sick and need the help of a doctor to get better.…What would make you believe in your doctor?…Patience; I want my doctor to listen.…I'll probably be frustrated, sad, and irritable.…Hopefully, they understand I'm looking for help.…So, be patient.…
Next, ask questions.…I don't want my doctor to make assumptions.…I want them to ask questions and perform some tests.…My health is important.…I want them to be meticulous in learning…everything they can about me.…Don't jump to conclusions.…Don't just say you have a cough…and then give me a prescription.…Figure out the root cause of my problems,…and, if you're really sick,…you'd like to see your doctor get creative.…
Perhaps I've already seen three or four doctors.…I'm looking for a different point of view.…Learn from the best doctors.…Be a great change agent.…
- Recognize examples of assumptions in bad business processes.
- Recall which mindset leads companies to keeping business processes that worked previously but will not work in the future.
- Identify two key characteristics of a new business process.
- Determine if a block in a block diagram is out of place.
- Explain the advantage of using a flowchart when introducing an improved process to stakeholders.
- Summarize the importance of gap analysis.
- List the order in which you should present information when showing your new business process to stakeholders.
- Name two items you must provide to a client when a plan is ready to be approved.