Process design

Based on our own experiences and international examples, we can say that the most successful effectiveness programs are those that concentrate on analysing existing processes and try to simplify them in the first place. Any further suggestions for development should come after that.

Process management:

In keeping with our philosophy we treat corporate processes as a basis for designing an enabling company structure, supportive operational and management rules, and a vehicle for effective leadership decisions.

Determining corporate processes
In this step we structure the processes, identify underlying elements and coordinate them. Our aim is to point out unnecessary process elements, to shorten operation time, to eliminate parallel processes and, thus to locate operational reserves.

Aligning organisational structure
The constraint agreement between organisational units caused by the messy responsibilities and authorities can increase the time period of implementing processes. Our experts use best practices to minimise the steps of making agreements.

Introducing leadership decision making and control points into processes
These are probably the most important elements of a management system, since without decisions processes would slow down, while without proper control they may become fuzzy.

Setting up operational principles and conduct
While process description in itself can act as a process controlling element, in most cases it is wise to spell out the rules for behavioural conduct saying, and say, for example, how a salesperson should talk to a customer, how polite he or she should be, etc.

Building a documentation system
Documenting serves as an effective control of the process as well as accumulates information. One of the main effectiveness aims of companies is to lessen the burden of bureaucratic paperwork.

Introducing integrated corporate leadership systems
There are a number of processes that can be automated, thus allowing for an increase in productivity. However, introducing integrated leadership systems requires the process elements described above to be implemented as well; otherwise it will lead to an increase in cost and a decrease in competitiveness in the long run.

Setting up a process management system ends, when we have worked out the blueprint for its maintenance and adaptation, and when we have fully trained employees to operate the system.