Case StudiesDisciplined process improvement without killing the initiative with beaurocracy

The ability to achieve consistent and rapid design, management and control of large or complex processes is often clouded by lack of knowledge or experience standards. This results in the delivery failing to meet the strategic objectives, or even worse, an inability to disseminate whether the objectives have been achieved or not.

The dilemma faced on overcoming this, is to implement a process control framework that provides the necessary controls to ensure the strategic intent is qualified and quantified, and the realized initiative is measurable against the original starting position; without killing the initiative with bureaucracy and wounding the drive that created the initiative in the first place. In addition, the control structure needs to recognize the practical integration of operations and operational risk and disciplined support of business performance.

This is a process for change in operational processes but which transcends classical project management skills to accommodate the operations process risk management to design business processes in the most cost effective manner for strategic and competitive advantage. Consider the above framework that applies such outcomes for a large institutional banking organization.