Process Maturity with and without New Process

I was shocked when I realized this at yesterday’s New Process Think Tank! 😳

For more than a year, I have been fighting for “more genuine, deeper, more sustainable“ processes instead of “higher, faster, further“.

But then I created this comparison of maturity levels with and without New Process. – And it shows that with New Process, you will get faster to an even higher maturity level! 🤔

Yes, New Process adds human-centricity to processes. The New Process approach aims for inspiring the people for processes. It creates transparency. It involves the people working in the processes into the work on the processes. It enables the people, and it gives meaning to processes. – And all these more genuine and deeper interactions will lead to a more sustainable implementation, and you will also reach a higher maturity level even faster… 🚀

I think I need to think about it. What do you think? 🤓

PS: The first five steps of the maturity model are just an example of different maturity levels…


2 Responses

  1. I genuinely believe that sometimes we tend to make things more complicated than they need to be.

    While it’s true that large enterprises with substantial revenue face significant hurdles when it comes to documenting processes, the story is quite different for small and medium-sized businesses (SMBs) that operate with a single business model. In my experience, SMBs can navigate through these stages with relative ease, especially if they adopt an 80:20 approach that focuses on the most critical processes, such as finance and operations.

    In these vital areas, it’s heartening to see how giving people a sense of purpose becomes quite straightforward. After all, each process directly contributes to the overall success of the company. Take, for instance, processes like Order-to-Cash (O2C) with On-Time In-Full (OTIF) delivery and lead time, Procure-to-Pay (P2P) with supplier reliability, Days Sales Outstanding (DSO), and Days Inventory Outstanding (DIO), and Production with Overall Equipment Effectiveness (OEE), quality, and lead times. These processes are deeply intertwined with the company’s performance and achievements.

    A human-centered approach can be particularly impactful in SMBs. By placing employees at the forefront of the process and ensuring they are supported by the right tools, organizations can experience a tremendous boost. These tools not only help in identifying, managing, and optimizing processes but can also facilitate automation, making operations smoother and more efficient.

    To sum it up, I firmly believe that simplifying the process and fostering a genuine sense of purpose among employees can make a remarkable difference, particularly for SMBs. By concentrating on essential processes and embracing a human-centered approach, backed by the right tools, businesses can achieve incredible results that resonate with the very essence of being human.

  2. Mirko says:

    Thank you very much for your thoughts on this, Patrick! 🚀

    I would add, that this also works for larger organizations. 😊

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