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Business Process Ownership

Business Process Ownership & Governance

The Backbone of Sustained Change And ROI

Change happens because it is necessary. Yet, change is not easy to make stick—to sustain—which is critical to drive business objectives and realize a solid return on investment. This is why change can't just “happen,” rather, it must be carefully planned at every step.

Organizational change affects multiple aspects of a company’s makeup, from its people and team dynamics to its business processes. Change initiatives, especially those that involve a technology implementation, generally require some degree of business process re-engineering across an organization.

With so much at stake, clear process ownership and cross-functional process governance are paramount to sustained change and return on investment.

Our change management methodology focuses on the people side of change, specifically, how will day-to-day roles and processes change and what knowledge, skills, and resources will be required in the new landscape.

Our approach includes role- and process-based stakeholder analysis and change impact assessments, from which we often uncover business process and governance gaps. Common red flags include:

  • To-be processes are not being documented or are inadequately documented
  • Decision-making ownership is unclear, resulting in a lack of accountability
  • Hands-offs across functional areas are not understood or well defined 

Because of these types of gaps, our change management strategies and recommendations consider whether business process documentation, ownership, and governance activities are required to ensure change is adopted and the expected benefits are realized and sustained.

Change Management Process Ownership
corporate change management solutions
corporate change management solutions

Process Documentation

Fundamental to each business' "secret sauce" is how well their people, processes, and systems work together. These complex relationships are at risk during a change effort. Unfortunately, if as-is and to-be processes aren’t documented, breakdowns will likely occur.

Process documentation serves as a crucial guide for new and existing employees and managers. Effectively-designed process documentation provides a single source of truth readily available for building training and performance support for reference after go-live. Any task completed more than once, or by multiple people, must be documented and made available for ready reference. Doing this offers organizations a quick and cost-effect route to creating and sustaining a high-performing workforce who can readily and effectively adapt to change. 

Process Documentation

Process Ownership

An organization’s processes are some of its most important intellectual property, and its process owners the drivers of sustained success.

Clear process ownership and governance drives effective and efficient cross-functional decision-making, which is key to designing, implementing, and sustaining change. Without clear process ownership and governance, informal channels often arise to challenge and overturn change, wasting time and money.

Effective process owners establish vision and strategy for their process and oversee the health of day-to-day operations, ensuring their people have the knowledge, skills, and resources for success. Strong process owners understand the activities and challenges within their business processes, with the knowledge of upstream and downstream activities. As part of change, process owners collaborate cross-functionally to do what is best for the overall performance of the organization and its customers, rather than for just the silo-ed functions. 

Equipped with our stakeholder and change impact analysis findings, our team can play a critical role in identifying process ownership and governance gaps and in facilitating successful cross-functional teams and outcomes.

Process Ownership

Process Governance

With so many stakeholders in a company, who oversees what’s at risk during organizational change? Who makes decisions and how do they decide? How will all departments be represented during the change management process?

Process owners are key players and cross-functional governance models provide the framework and cadence for continuous improvement. While governance models vary in structure, all are designed to bring together leadership-level process owners to guide process design or redesign and cross-functional decision making, which is especially critical during change. Ultimately, process governance drives increased accountability, buy-in, and overall adoption of change.

Process Governance

How We Help

We help companies establish a business process governance model approach during organizational change efforts by facilitating discussions and decisions related to process. We also help upskill process owners on roles and responsibilities: strategy, day-to-day communication, and process improvement.

By laying the foundation for the structure and providing clear guidelines, we design what success looks like and empower companies to sustain their success in future change initiatives. 


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