组织流程变革要怎么做？数字化转型网

每个级别的领导者都有自己的风格，这很好。领导力需要反映自己的个性和长处。它随经验产生，无法被简单获取。然而，成功的改革领导者在努力的过程中有相同的特点。你需要将这些特点尽可能多地运用到你自己的流程改革中，但同时也需要根据你自己的风格和企业的需求做出不同程度的调整。

教育是部门型文化向流程文化改革的重要元素之一。如果企业不理解你想要实现的结果及如何实现，那么就不能期望企业中的员工理解并完成自己的工作。教育过程以在企业中培养出流程改革领导为开端。这可以通过为高级领导者开设课程来实现，课程内容包括讲座和研讨会。参加这些课程不仅可以帮助高级管理者了解复杂的流程改革语言，还能向企业中的其他人发出“这一举动很重要”的信号。记住，当出现巨大变化时，员工首先关心的是：“老板知道这件事吗？接受吗？”

一旦有了流程领导者团队，你就可以开始让流程领导者作为老师，更广泛地宣讲流程改革。当然你自己也不要逃避教学责任。通过让高级领导者教授一群比他低几级的员工，强调了领导的个人认同，显示了流程改革对企业的重要性，确保改革思维的正确传达，同时你的激情也能感染别人。

你和其他领导者应该通过实践来教学。向员工展示端到端流程如何改进组织的各个方面的最佳方法之一，是让他们就如何使流程变得更好出建议。这种方法不仅能创造更强的认同和理解，还能产生一些有价值的思路。

阿尔伯特·爱因斯坦（Albert Einstein）说过：“示范并非另外一种教学方式，它是唯一的教学方式。”显然，树立榜样是流程改革的关键。

组织流程变革要怎么做？数字化转型网

当汤姆·普尔夫斯出席壳牌阿瑟港炼油厂关于流程业绩数据的日常管理会议时，他大声而明确地表示，这是一个重要问题。当领导者不再赞扬那些在关键时刻挽救失误的英雄行为，而是专注于改进造成这种行为的错误流程时，员工觉得自己有能力采取一些小措施来避免危机——把注意力转移到可能会变得更大的小问题上。当CEO每周花两个小时亲自进行客户服务热线工作时，所有客户关注的话题都变得具体。你可以称之为表面现象，但是什么比现象更重要呢？企业所有员工的目光都投向了高级领导者，他们的行为给员工树立了榜样。

神学中有句名言：“像有信心一样行事，信心就会随之而来。”就我们的目标而言，它将是“像相信团队合作（或责任、任何其他基本价值）一样工作，你就会相信团队合作”。弗吉尼亚大学（University of Virginia）杰出的社会心理学家蒂莫西·威尔逊（Timothy Wilson）对这一观点进行了更科学的解释：“社会心理学经久不衰的话题之一是，行为的改变往往先于态度和感觉的改变。”换句话说，如果我们实施新的流程，迫使人们在团队中工作，他们就会开始相信团队合作的重要性。如果我们实施新的流程，迫使一线员工参与决策，员工就会开始承担个人责任。

评价和奖励政策是旧体系的一部分，在新的体系中它们也不可或缺。但是，你必须提供评价流程和为员工提供差异化奖励的工具。管理体系必须明确地强调我们试图鼓励的价值观。在美国维益食品有限公司，销售和营销团队过去因年度销售目标完成率而获得奖励，而职能部门经理则根据公司的利润率和职能部门生产目标的完成情况获得奖金。现在，80%的经理获得的奖金基于同样的指标——公司利润。另外的20%反映了各自参与的流程改进计划的结果。很难找到比这更直白的说法来强调我们都在同一条船上，我们需要让这条船变得更好。米其林现在正在明确评估经理与同事合作的程度，方法是对与经理合作的其他企业的人进行询问和调查。

当一件事代价低廉时，你很容易做出承诺；但是当花费巨大时，事情就变得完全不同。20世纪90年代中期，马修·桑顿健康保险公司（Matthew Thornton Health Plan），美国最早的健康管理组织之一，为改善客户服务付出了重大努力。公司通过实施新的流程来让客户服务代表立即回答职能范围内的大部分问题，而不是让客户等待回电。新流程的设计、实施和启动都是大张旗鼓地进行的，但公司在第一周却遇到了一个重大问题。一位客户服务代表向客户保证，公司将为客户的一项昂贵的手术买单，但客户服务代表错了。

当账单最终到来时，公司面临着艰难的选择。虽然客户服务代表向客户做出了支付的承诺，但按照公司与客户的合同，公司其实无须支付。然而，如果不支付，就是对“客户至上”的价值观和公司领导所拥护的流程纪律的讽刺。因此，他们顶住了压力，支付了账单，修正了流程，并重新培训了客户服务代表。这是否在短期内产生了高额费用？绝对是的。但在这起事件发生后的几个月里，我们在马修·桑顿健康保险公司里遇到的每个人都牢记了客户服务代表的这个错误。在接下来的一年半时间里，公司规模扩大了一倍。对新价值体系的承诺使新流程得以运行，业绩结果随之产生。

这件事情似乎太过明显，不必单独列出，但许多管理者表现得好像这是他们重新调整公司价值体系所需要做的唯一一件事。鼓舞人心的演讲、公司价值观宣讲和宣传卡片本身并不能改变人们的信念，只会招致嘲讽和讥笑，因为这既体现了经理与企业真正价值观的脱节，也暴露了他们天真地认为演讲就能缩短这个距离的想法。明确表达价值观，只有作为其他领导者改革技巧的补充，以及用以明确说明其他技巧正在努力达成的目标时才有价值。另一个需要注意的事项是，宣讲时应避免使用大而空的词汇，努力用清晰而让人印象深刻的方式表达你的价值观。

组织流程变革要怎么做？数字化转型网

例如，在阿什兰石油公司，CEO吉姆·奥布莱恩简洁地用“阿什兰优先”（Ashland first）一词表达他的预期。员工需要将公司的整体需求放在其职能或业务单位所关注的事情之前。这清楚地表明了他想要实现的目标，并解释了在流程、奖励和其他方面改变的意图。

这些是每个领导者都必须做到的事，需要结合实际通过自己的方式完成，以确保流程改革顺利进行。但也有很多细节在起作用，以下是其中一些细节。

1. 像销售人员一样思考。你要像优秀的销售人员一样，不断地问自己公司里其他人需要什么，以及你能做些什么来满足他们的需求。
2. 保持开放的心态。作为领导者，不要想当然地认为你的想法都是最优的。如果你表现出愿意倾听和征求他人意见的态度，你学到的会比想象中更多。
3. 承担风险。不要因可能的失败而停止冒险的脚步。稳赚不赔也意味着收益的局限性。
4. 共享荣誉。建立良好的口碑需要完成一些事情，就像流程改革需要大量的信誉共享。记住哈里·杜鲁门（Harry Truman）关于荣誉的观点：“将荣誉的归属抛在脑后，你会获得巨大的成功。”

更多组织流程变革相关资讯、文章、干货、观点可关注数字化转型网~

Leaders at every level have their own style, and that's fine. Leadership needs to reflect your personality and strengths. It comes with experience and cannot be simply acquired. However, successful reform leaders share the same characteristics in their efforts. You need to apply as many of these characteristics as possible to your own process overhaul, but at the same time, you need to adapt to your own style and the needs of your business to varying degrees.

education

Education is one of the important elements of the reform from departmental culture to process culture. If the organization does not understand the results you are trying to achieve and how to achieve them, then employees in the organization cannot be expected to understand and do their jobs. The education process begins with the training of process Change leaders in the enterprise. This can be achieved through courses for senior leaders that include lectures and workshops. Taking these courses not only helps senior managers understand the complex language of process change, but also signals to others in the organization that this move is important. Remember, when there's a big change, the first thing employees care about is, "Does the boss know about this?" Accept it?"

Once you have a team of process leaders in place, you can begin to have process leaders as teachers, speaking more broadly about process change. Of course, don't shirk your teaching responsibilities. By having a senior leader teach a group of employees several levels below him, you emphasize the leader's personal identity, show the importance of process change to the organization, ensure that the reform thinking is properly communicated, and that your passion is contagious.

You and other leaders should teach by doing. One of the best ways to show employees how an end-to-end process can improve every aspect of an organization is to ask them for suggestions on how to make the process better. Not only does this approach create a stronger identity and understanding, but it also generates some valuable ideas.

Set an example

Albert Einstein said, "Demonstration is not another way of teaching; it is the only way of teaching." Clearly, setting an example is the key to process reform.

When Tom Purves attended the daily management meeting on process performance data at Shell's Port Arthur Refinery, he said loud and clear that this was an important issue. When leaders stop praising heroic actions that save missteps at critical moments and focus instead on improving the faulty processes that created them, employees feel empowered to take small steps to avert crises - shifting attention to small problems that could become even bigger. When the CEO spends two hours a week personally working on the customer service hotline, all customer concerns become specific. You can call it a phenomenon, but what is more important than a phenomenon? The eyes of all employees in the company are on the senior leaders, whose actions set an example for employees.

Build a work environment

There is a famous saying in theology: "Act as if you have faith, and faith will follow." As far as our goal is concerned, it will be "work like you believe in teamwork (or responsibility, or any other fundamental value) and you will believe in teamwork". Timothy Wilson, a distinguished social psychologist at the University of Virginia, puts this idea in a more scientific light: "One of the enduring topics of social psychology is that changes in behavior often precede changes in attitudes and feelings." In other words, if we implement new processes that force people to work in teams, they will begin to believe in the importance of teamwork. If we implement new processes that force frontline employees to participate in decision-making, employees will begin to take personal responsibility.

Change management system

Evaluation and reward policies were part of the old system, and they are indispensable in the new system. However, you must provide evaluation processes and tools to provide differentiated rewards to employees. The management system must clearly emphasize the values we are trying to encourage. At Weil Foods, sales and marketing teams used to be rewarded for meeting annual sales targets, while functional managers were paid bonuses based on the company's profit margin and meeting functional production targets. Today, 80 percent of managers receive bonuses based on the same metric - company profits. The other 20% reflect the results of the process improvement programs in which they participated. It's hard to find a blunter statement to emphasize that we're all in the same boat and we need to make that boat better. Michelin is now explicitly assessing how well managers collaborate with their colleagues by asking and surveying people from other businesses with whom they work.

Make a commitment

It's easy to commit to something when it's cheap; But when the cost is huge, it's a different story. In the mid-1990s, Matthew Thornton Health Plan, one of the first health management organizations in the United States, made a major effort to improve customer service. The company implemented a new process to get customer service representatives to answer most of the questions within their function immediately, rather than having customers wait for a call back. The new process was designed, implemented, and launched with great fanfare, but the company encountered a major problem in the first week. A customer service representative assured the customer that the company would pay for an expensive surgery, but the customer service representative was wrong.

When the bill finally arrives, the company faces a tough choice. Although the customer service representative made the payment promise to the customer, according to the contract between the company and the customer, the company did not have to pay. Failing to pay, however, makes a mockery of the "customer first" values and process discipline espoused by company leaders. So they stood up to the pressure, paid their bills, fixed their processes, and retrained their customer service representatives. Did this incur high costs in the short term? Absolutely. But in the months since the incident, everyone we've met at Matthew Thornton Health Insurance has taken the customer service rep's mistake to heart. Over the next year and a half, the company doubled in size. The commitment to the new value system enables the new processes to run and performance results to follow.

Articulate the values you wish to achieve

This may seem too obvious to single out, but many managers act as if it's the only thing they need to do to recalibrate their company's value system. Inspirational speeches, company values preaching, and promotional cards do not in themselves change people's beliefs, but only invite ridicule and derision, because they both show the manager's disconnect from the true values of the organization and expose their naive belief that speeches can bridge the gap. Articulating values is valuable only as a complement to other leaders' reform techniques and as a way of articulating what other techniques are trying to accomplish. Another thing to note is to avoid using big, empty words when preaching, and to try to express your values in a clear and impressive way.

At Ashland Oil, for example, CEO Jim O 'Brien succinctly expressed his expectations with the phrase "Ashland first." Employees need to put the overall needs of the company ahead of the concerns of their function or business unit. This clearly shows what he wants to achieve and explains the intention to make changes in processes, rewards and other areas.

These are things that every leader must do, and they need to be done in their own way in order to ensure that the process changes smoothly. But there are a lot of details at work, and here are some of them.

Think like a salesperson. Like a good salesperson, you need to constantly ask yourself what other people in your company need and what you can do to meet their needs.

Keep an open mind. As a leader, don't assume that all your ideas are optimal. If you show a willingness to listen and solicit opinions from others, you'll learn more than you think.

Take risks. Don't let the possibility of failure stop you from taking risks. A sure bet also means limited returns.

Share the credit. Building a good reputation requires getting things done, just as process reform requires a lot of shared credit. Remember Harry Truman's point about honor: "Forget where honor belongs, and you will have great success."

More information, articles, dry goods and opinions about organizational process change can be found on Digital Transformation network ~