In the pursuit of growth, companies tap into process mapping to help point the way. The trouble is, roughly 70% of process initiatives fail, according to the research of McKinsey and Company. If your company is aiming to achieve growth through business and process mapping, it’s important to get into it with both eyes open. This means knowing the most common strategic hindrances that you may face so that you may avoid them. So on that vein, which common strategic hindrances are these?
No Strategic Direction
Strategic direction works as the sort of rudder to guide the organization in both good and bad patches of the transition, says Crystal Vogt, the editor of the Houston Chronicle. When change is sought, it is important to have growth strategies that are trustworthy. Often that involves hiring an outside team that is able to provide impartial input toward any strengths and weaknesses that are currently in place. Employees and bosses are too close to the matter to be able to provide truly impartial opinions and suggestions that are not touched by personal bias.
Outdated Initiatives
What’s worse than having no direction? Following outdated direction! The realm of business growth and process mapping is an ever-changing landscape. In order for your company to achieve timely and relevant organizational changes, the input that it must consume and methods it must apply should be “best in class” for that period in time. When working on outdated data and processes, companies end up wasting roughly 20% of their workday on reworks and readjustments, according to Glauco Costa, the project specialist at S2 Holding SA.
Faulty Communication
Faulty communication isn’t just about tempers, it’s about limiting any loss to productivity. The cost of poor communication amounts to $62.4 million, based on a report by Holmes. Business mapping has a lot to do talking about the steps that need to be taken in order to stimulate and sustain positive growth in the company. Company growth can mean a fairly turbulent time wherein tempers might flare. This is why being able to articulate thoughts and objections calmly are highly important.
Lack of Managerial Cohesion
In order to enact the steps that have been established through process mapping, the people in leadership positions need to be unified. When there is dissent in the ranks of management, the employees that work under them may end up confused or conflicted over the changes that need to happen. Managers need to be on the same page in order to provide consistent support for their subordinates regarding new policies.
Overcoming These Strategic Hindrances
The whole concept of process mapping involves formulating a good plan and seeing it through. In order to shore up the chances of your company achieving the growth it wants, the plan and its execution must all be exceptional. It always pays to involve professionals whenever you are unsure of the growth path that you take. That way, they can help you keep an eye out for any of the common strategic hindrances that your business mapping and company growth might be subject to.
By guest contributor Jennifer Hole