Strategic Alignment Doesn’t Have To Be A Struggle

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Strategy and process management activities should be integrated and form a symbiotic relationship. The focus of process management depends on current strategy, and process management activities and measures help decision makers track progress toward goals and determine where to make strategic changes.

Historically, organizations have struggled with this tenet. Over the years process teams report challenges in:

engaging leadership in the value of process work—which makes it difficult to integrate with the strategic planning process—and,
aligning process efforts to organization strategies—sometimes due to a lack of clarity or understanding of the process’ role in strategy execution.
APQC’s research on process programs and strategic planning indicates that process programs are starting to make improvements in this tenet because:

Strategy Support is Paramount. Process teams’ primary purpose has shifted from driving incremental improvements (e.g., cost and cycle times) to supporting the execution of the organization’s strategy.
Strategy Drives Process Efforts. Process teams’ efforts are typically guided by business and/or corporate strategic goals.
Process is an Input for Strategy. Organizations use current process performance as an input for their strategic planning process.
In many ways, the last year has helped organizations see the iceland mobile numbers list strategic support that process teams and their capabilities can provide. Organizations have a greater understanding of the value of BPM efforts, particularly in their ability to fix broken processes, create new ways of working, engage people in change, and quickly adapt priorities and resources to support the organization’s priorities (e.g., digitalization). All of which may have helped pave the way for better strategic alignment.

To learn more about Strategic Alignment, the following are great recommended reads: 

Best Practices in Strategic Alignment: The Seven Tenets of Process Management,
The Building Blocks of Process Management Maturity: Strategic Alignment, and
How Process Programs Stack Up: Survey Summary Report
Strategic Planning and Organizational Agility: Survey Summary Report.
Additionally, APQC has specific training on the Seven Tenets that you might find interesting.  The two courses that really hit on these tenets are: 

•    Process Management Essentials 
•    Process Framework Essentials 

For more process and performance management research and insights, follow me on Twitter at @hlykehogland or connect with me on LinkedIn.

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