Every successful endeavor—constructing a skyscraper, baking a pie, winning the World Series, or writing an article—has a process. It might consist of following a prescribed set of instructions laid down by others who have perfected a successful formula over time. Or it might be customizing a plan that fits the individual situation’s needs in the moment.
Business operations are no different. Back in 1993, Michael Hammer and James Champy released “Reengineering the Corporation: A Manifesto for Business Revolution,” in which they argued that reengineering work processes and structures could lead to a quantum leap in performance. And businesses listened; we’ve re-engineered processes across our organization supply chain—financial reporting, manufacturing, procurement, software application, and on and on. Almost every department now has processes that can be managed, measured, and ultimately, optimized.
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