Beyond bullshit bingo: How to sustainably transform an organization

How to handle this

Within the past weeks, I had the chance to introduce the New Process approach on several occasions. The discussions with the participants helped me to sharpen my view on this topic. Today, I would like to share my conclusion with you.

I have to admit that I have become quite annoyed with the current buzzwords such as agility, digital transformation, “new ways of working” or statements such as “we have to do a sprint”. There is a danger that valuable tools and methods such as process mining and robotic process automation will soon be lost in the bullshit bingo, too.

But what should all these topics actually be about?

Actually, it is about sustainably bringing an organization into the future. And the best way to do this is with people and for people.

But how can this be achieved?

From my point of view, this can only be achieved if we trust people and have confidence in them. People must be given the opportunity to shape the future of the organization themselves and to be able to make their own contribution. Ideally in such a way that they can fulfill their own ideas on the way.

The uniqueness of the people involved makes an organization special. Cultural diversity, different origins, diverse genders and interests, physical characteristics… all these attributes promote diversity and can strengthen an organization.

Together, it is possible to develop what an organization actually stands for. If it is possible to bring people together for this and to develop a common idea of what one really stands for together, this will be groundbreaking to bring an organization into the future.

And how can this common idea of the future of an organization become reality?

By applying it to every single element of an organization and aligning every single activity with this idea. – Every activity can make its contribution to making the idea a reality.

And what does that mean in specific terms?

A sequence of activities could be called a process. I can define, implement and steer a process. In this way, an idea can become a sustainable change of reality.

So before defining a specific process, I would recommend applying the idea of the organization to the process and finding out what that means for the process in specific terms. How can the process contribute to this idea?

Isn’t that bullshit bingo now?

I don’t think so. A process can help turn an idea into reality and bring lasting change to an organization. Let me give an example:

Let’s say the idea – or purpose – of the organization is to “connect cultures”. Then a suitable business strategy can be developed for this. Afterwards, this can be translated into processes. Based on the processes, structures can be created and people hired.

For me, the engine in this procedure is the process. From the process, this intention can be driven forward. From each individual process, to be precise.

Let’s take the example of a recruiting process: if “connect cultures” is the purpose of the organization, then it certainly makes sense to focus on diversity among employees. In this respect, care should be taken in the design of the process to ensure that it pushes the recruitment of the most diverse, international employees possible. I can then follow this guideline not only in the process design, but also in the implementation and execution.

If I can now also manage to put this idea, the purpose of the process, into words in an emotional statement that excites and motivates employees, I can always use that to lead the way and take the process to a new level.

To make this hard-to-grasp idea practically tangible, I developed the New Process approach and the New Process Life Cycle. In the Toolbox here on, a collection of tools, methods and best practices is slowly emerging to empower people for their best individual contribution to create human-centric processes that transform the organization’s purpose into reality.



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