“End to End”, Solutions, Processes, Alignment, Integration, Ownership . . .
It seems that some variant of this word salad appears in every strategy articulation, whether in a corporate investor update or from Finance, Procurement, Marketing, GBS, IT/Digital, Transformation et al (apologies if I have missed you out but you get the point!).
It is a great aspiration but a thorny challenge.
Whilst supporting organisations in accelerating their plans, progress and achievements in this area I have also ruminated over this topic with a number of my friends and luminaries (some, you might be surprised to hear, are both!) . . .
I am coming to the conclusion that whilst we are very concerned with the organisational construct of the “GPO” and their role, targets and reporting line, we put less focus into creating the right conditions, including the necessary skills, tactics and support, for the “end to end process” strategy to work.
Anecdotal evidence from research over several years consistently indicates that the vast majority of organizations subscribe to the ideas of “end-to-end processes” and “Global Process Ownership”. They also have roles with the title “Global Process Owner” (GPO). Incidentally, a growing body of opinion prefers the term “orchestrator” to “owner” . . . .
However, approximately 80% of organizations report they have derived very little value from this strategy, although 20% of organizations claim very high impact and benefits.
So, unless 20% are misleading us, this is not a systemic problem with the concept but something else . . .
Many GPOs report that they spend most of their time “deep in the weeds” of operational issues and urgent priorities and report much duplication of focus and effort across the wider organization.
Maybe it is, in part, this frustration that led the poll results to be so stark. The survey asked for the “biggest inhibitor” to success with end to end processes and the GPO model. The results were as follows;
- Strategy, Mandate and Authority ( 54%)
- Collaboration & Alignment ( 28%)
- Execution Plan ( 9%)
- Skills & Capabilities Required ( 9%)
The poll winner, or loser as it may be, is clear!
But maybe we are looking down the wrong end of the telescope.
I suggest that part of our problem is the belief in the need to “control” the resources required to deliver an outcome.
Whilst this is conventional wisdom from the Roman legions, military strategy and industrial age management, I think we are in a different world now.
None of us control ALL the resources required to achieve an outcome, except possibly your CEO, but they are usually too far from the action for it to count.
Likewise, no-one has complete authority for an “End to End Process” unless the scope is VERY narrow (which is a separate problem) which severely limits the benefit of an “End to End” focus.
We only succeed through “Influence” not “Control” (yes, there are exceptions to every rule 😉)
As critical as “mandate and authority” appear, it is Influence that almost always rules the day.
For those who can influence;
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- Collaboration is a natural by product
- With collaboration comes the “winning of hearts and minds”
- With a plan and hearts and minds engaged, results follow . .
So the key question becomes, “How do I Influence?”
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- We need passion, credibility, communication skills (verbal, non-verbal, written), and to demonstrate the ability to listen
- We need to develop behaviors that result in effective stakeholder engagement to align the coalition and deliver tangible business value
- ”Give me the most influential person in the room versus the smartest person every time”
- EQ trumps IQ
How do we balance short term value delivery (100 Day Plans) with progress towards the end to end process integration vision? How do we measure progress towards the goal? What does GOOD really look like?
Leaders need to help create the environment for “end to end” process success by reinforcing the “influence vs control” behaviours across all the silos in our own operations, even within our own enabling stakeholder groups in our own organizations.
We don’t “OWN” our teams, our organisations, our stakeholders, our customers . . .
There is a lot more to this discussion, but this will do for a start!
If you want to read the latest Playbook for “end to end” process success, you can request it here.
Stop worrying about “control”.
Help your own current and aspiring leaders to stop worrying about it too.
Thanks for reading . . .
