Quais são as principais considerações para a implementação de novos processos de negócios?

Any business process needs to fulfill the following key parameters, best possible TAT, control risk and errors and thereby deliver the expected output. All business processes have to be looked at from this lens. If any on this objective is not being met, we should reengineer the processes based on various methodologies of lean DMAIC and others, and keep improvising till this are met. Moving from one to another process, we have to ensure that are all this parameters move in a positive direction and provide the incremental benefits associated to it

When embarking on the development of new business processes, it's crucial to prioritize areas where you can make the most immediate business impact. This approach not only yields quick wins that can boost morale and demonstrate the value of the initiative, but it also helps in building momentum for broader process changes. Start by identifying processes that are self-contained and have fewer dependencies on other parts of the business. This allows for more straightforward implementation and minimizes the risk of disruption to existing workflows.

It's crucial to maintain a E2E viewpoint. Adopting this perspective ensures that we consider the entire lifecycle of our processes, from inception to execution, and beyond. Here's why it matters: Holistic Understanding: By considering the E2E flow, we gain a comprehensive understanding of upstream / downstream dependencies, bottlenecks, and opportunities for optimization. Alignment: Allowing us to align more effectively with our strategic goals and OKRs. Enhanced Efficiency & Effectiveness: Streamlining workflows leading to cost savings, faster delivery times, and higher quality outputs (incl enhanced CX) and… Risk Mitigation: Identifying potential risks and vulnerabilities becomes more effective when we view processes holistically.

- You need to clearly define the problem or opportunity you're addressing ensures that everyone involved in the project understands its purpose and keeps the team focused on a common goal. - You need to identify the expected benefits and outcomes of the change allows you to set clear, measurable goals. - You need to determine how you will measure the success of the change. - You need to clearly outline the scope and objectives to manage expectations successfully.

Step one before modifying or designing a business process is think - Does this link back to the company strategy? If not - do not do it. If it does then you need to pin down the scope clearly in the early stages, this will stop the project growing arms and legs. Then define the key stakeholders and ascertain what the primary and secondary metrics are for the work. Crucially assess who is impacted by the change and get them involved early. Change Management is key.

Current State Analysis: - Create a detailed process map that visually represents the current process. - Analyze the current process to identify its strengths and weaknesses. - Assess the current process for potential risks, and issues. Future State Analysis: - Based on the project objectives, brainstorm and design the future state of the process. - Clearly outline the requirements (technology, resources, policies, or procedures) for the future state. - Identify any dependencies on other processes, or systems that could affect the implementation of the future state. Tools and Techniques: - Conduct a gap analysis to compare the current state and the future state. - Understand how various stakeholders will be affected by the changes.

This is such a wonderful topic to discuss and these are the main points to be considered for implementing new business processes. - First, understanding the clients current business model. - Second, identify their needs. - Third, What is working with the existing model. - Fourth, Current pain points. - Fifth, What are their key performance indicators which they would like to measure with the new solutioning. - Then, finally what do they want to achieve with this implementation.

I find this step often needs to happen concurrently with, and often even before, defining the scope and business objectives. As part of understanding the current state, your stakeholders will more naturally share their problems and frustrations, which gives you the input you need to help define the business objectives.

Testing the New Business Process: - Verify that the new process aligns with the defined objectives, requirements, and expectations of the project and stakeholders. - Involve end-users and stakeholders in user testing to ensure that the new process is user-friendly, meets their needs, and aligns with their expectations. - Conduct performance testing to assess how the new process performs under different workloads and conditions. - Update the documentation and training materials to reflect the final design of the new process.

This is often the stage where you are leveraging software to automate or redesign aspects of the business process. In addition to process modeling, you may need to analyze functional requirements in use cases and map data from one system to another. Then, these new capabilities can be taken into account for the future state process design.

This is such an important and often overlooked step! When there is a lot of resistance to change, I find that doing an actual walk-through is incredibly helpful. In a co-working environment, I'll have business users walk through the new process in a test environment so they can get a feel for how it will flow and practice working in a new way. This also serves to surface any last minute change requests that may not have been thought of in the future state process design.

Training a group of end users as "Change Champions" to guide and encourage their peers during the transition will reinforce the training, provide additional context to the feedback, and help people understand and accept the change a bit easier because they are hearing the benefits and ways to accomplish their tasks from their peers.

Especially for bigger projects it is important to reserve dedicated ressources for change management. It is important and often overlooked, that consistant and continouus communication and information towards end users and line management cannot be done by the project team as a small additional task. If information and involvement is manageged correctly, usually resistance to change and adoption of new processes is much lower.

Monitoring and reporting in Salesforce projects (and other projects) tend to be an afterthought. That's a huge mistake! Unless you have reliable monitoring on the new process, you'll never know if your new business process is working. Also, please make sure it is EASY to monitor success - when reporting feels hard, it will not get done - so use automation and templates as much as possible.

In addition to the key considerations mentioned in the post . I would like to add : Assess feasibility of new business Process. Evaluate the feasibility of implementing the new process. Consider factors such as resources required, timeline, potential impact on existing processes, and any technological or infrastructure needs. Moreover, Implementing a new process is not a one-time event; it's an ongoing effort. Encourage feedback and actively seek opportunities for continuous improvement to optimize the process over time.By considering these key aspects, you can increase the chances of successful implementation and adoption of a new business process within your organization.

Involve key stakeholders early in the process to gain their support and insights. Identify and address concerns or resistance from stakeholders

Things will get worse before they get better. Most business process change involves people having to get their heads around new ways of working. Sometimes it’s knowledge, sometimes it’s emotions. A dip in performance / output may occur. Don’t pull out or revert to the old process immediately - give it chance to bed in before making knee-jerk reactions.

It is the resistance to change that's the biggest constraint whenever a new business process is proposed. It starts with people thinking, "Oh, I've seen this before" to downright skepticism (even, sabotage) to finally becoming a change agent. There's no shortcut here - every function will have members going through these stages - albeit at different tempo. As a change manager, your job is to ensure they move to being an advocate as quickly as possible. And the key to ensuring that is to make them a partner in the journey from the outset. Tell them about the change imperative and ask for their inputs on what the new process should be. Then follow the Agile process to introduce incremental changes through MVPs rather than a big-bang change.