很多企业的流程流于形式，做好了以后只是挂在墙上，或者放在服务器里面，大家并没有真正去使用，甚至还因为这种流程建造了部门墙。
为什么标杆企业的流程能够成为企业发展的助推器？这在于标杆企业是基于业务的流程，而不是基于职能部门的流程。它把优秀的实践固化到流程中，形成了以客户为中心，以目标为导向的流程体系。
一、流程的核心在于创造价值
业务流程是把一个或者多个输入转化为对客户价值的输出的活动。
判断一个流程的好坏，关键看流程本身能否创造价值，既要看它能不能帮助企业长期有效地发展，又要看它在客户界面能否产生价值，比如交易更为简便。中国数字化转型网www.szhzxw.cn
优秀的流程建设往往基于公司的战略和客户的需求，比如开拓一个新的业务，改变业务增长较为缓慢的状态；比如缩短给客户产品或服务的交付周期等等。
1、流程管理体系四件套
第一件：流程文件
如流程架构、流程泳道图、流程说明文件、流程卡片等。
第二件：组织体系
组织定义了流程，流程定义了组织架构，两者相互匹配。中国数字化转型网www.szhzxw.cn
第三件：管理规则
有了流程和组织，流程仍旧不能自己去运作，它需要有管理规则，比如一些关键决策点、关键控制点，还有一些激励的机制等等。
第四件：IT工具固化
以上的3 件事需要用信息化的工具把它固化下来。比如LTC流程需要有一个IT 的工具把LTC的相关角色在流程里面去固定。
2、流程管理的两个关键要素
【关键要素一】输入的资源
要使活动能够开展起来，必须要有资源去输入。比如做销售的一些动作，输入的资源可能就是人、工具和其他的东西；
【关键要素二】输出的结果
泳道图中有若干的活动需要去定义它，它们相互之间的作用，以及影响它们相互作用的一些要素，如一些输入输出等。中国数字化转型网www.szhzxw.cn
3、流程变革带来的九大价值
1）引导变革
2）共同目标
3）最大化价值链的作用
4）集成的供应链、研发和服务
5）满足客户快速，正确、便宜、容易的需求
6）固化优秀经验
7）打破部门墙，企业墙
8）客户需求压力依靠流程传播并得到考核（KPI）
9）核心竞争力建设的基础
每个企业实际上非常迫切在市场上实现高速率增长，希望一线能力更强，实现更高的销售目标，但是经常无法完成。中国数字化转型网www.szhzxw.cn
在这种情况下，高层会认为一线的销售能力不够强，认为销售人员没有挑战目标强烈的意愿。而一线的销售团队则认为自己的资源不够，得不到支持，每年领导只会拍脑袋给一个不切实际的目标，甚至会认为公司产品不行。
流程组织管理普遍存在一个端到段的特点，而不是端到端。
流程组织中，从上到下有很多个层级，每个层级设置了很多部门，但是在流程视图和组织结构中找不到客户的位置，没有体现出如何为客户增值的目标。中国数字化转型网www.szhzxw.cn
1）公司流程和组织结构是基于内部的管控，而不是为客户提供有竞争力的服务；
2）没有贴近客户的团队设置相应授权，不能快速决策，使得交易起来特别困难；
3）公司内部的资源协调非常痛苦，没有充分考虑到组织灵活度，效率和定位。
二、流程架构的层级和六大作用
做流程之前，要先建立一个流程的架构，可参考下图样例中的业务流程的层级。
业务流程的层级分为六个，从L1到L6分为三个部分，每个部分有相应的目的。
L1流程类和L2流程组，要回答为什么要做这件事（WHY TO DO）,即支撑公司战略目标实现，覆盖公司业务；
L3流程和L4子流程则是聚焦战略执行，实现主业物流高效及低成本运作，解决的是做什么的问题（WHAT TO DO )；中国数字化转型网www.szhzxw.cn
L5活动和L6任务则是关注怎么做的事情（HOW TO DO），让任务落实到角色，完成具体的活动和任务。
进行管理变革的时候，各个不同层级的关注点不一样，中高层和项目管理团队关注的是高阶的流程；基层主管关注的是低阶的子流程；基层员工关注的是执行层面的东西，如做什么动作，输入输出是什么，上下游是什么等等。
流程架构的六大作用
流程架构用于驱动组织、绩效、人才、IT规划以及建设完善的企业管理体系，并用于流程治理及变革规划，实现管理体系的迭代。中国数字化转型网www.szhzxw.cn
一、指导组织架构设计，支撑流程型组织建设 流程决定了组织结构，流程的泳道图里定义了很多的角色，哪些岗位能够承接这些角色，放到哪一个组织里面可以让它更为高效，都需要组织把它规划好。
二、管理各级业务运营目标绩效，支撑公司绩效管理比如从线索到回款LTC的整个流程，从合同的签订到业务的交付完成，以及最终的回款。每一个角色都有它的绩效定义和流程定义，每个流程活动需要多少人，对应到岗位和具体的部门，以此定义整个业务部门以及公司业绩的管理。
三、识别关键岗位人才需求和能力差距，支撑人力梯队建设和资源管理在整个流程过程中，哪个角色是必不可少，要去重点关注的。这些业务指标需要怎样的能力，以此看到整个业务流程中的关键岗位以及对人才需求的情况。
四、评估业务的成熟度，支撑企业变革规划和流程优化当前流程能否支撑客户的需求、战略的定义和规划，如果不能，通过优化流程中的哪个部门进行整体能力的提升，看是步骤过多，还是管控点过多等。
五、识别各级流程的责任人，支撑流程管理机制运转
六、IT 架构设计和规划，为企业数字化转型提供支持。
IT 的架构和信息化不是去引导流程的建设，而是流程的建设要求 IT 的架构和规划。
三、流程管理体系的中长期价值
建立以客户为中心的流程管理体系，需要长期持续的一个变革，不断去适应市场变化、客户的需求，以及本企业的战略方向，以及企业自身的实际情况。中国数字化转型网www.szhzxw.cn
从中长期来看，以客户为中心的管理体系的变革有如下两大方面的价值。
第一方面：客户界面的价值
1、客户满意度
1）Fast，快速地交易。
一个好的流程，能够让一线的人员得到授权，极大缩短了和客户之间的交易周期，从原本的几个月提升到了一个月内交易。中国数字化转型网www.szhzxw.cn
2）Right，提供正确的产品和服务。
标杆企业在 20 年前签订了一个合同，但交给客户的货实际是不对的，因此专门成立了一个发正确的货项目组。
3）Good Value 好的价格。
流程更为简便，效率也会得到提升，才能把整体的成本给降低。很多企业通过裁员、降薪来降低成本，而实际从标杆企业来看，用人很贵，平均薪酬高。中国数字化转型网www.szhzxw.cn
4）Easy 交易更为简便。
现在在网上买东西十分便捷，看准了哪个，下单后很快就能收到。但为什么线下交易就那么困难？因为它的流程比较复杂。
2、客户的价值贡献：长期的客户能够带来很大的收入和盈利；
3、企业的品牌：大量客户来买东西，企业品牌也会越来越好。
第二方面：内部价值
客户界面的满意度实际上来自于内部运营的提升，体现在以下三个点。中国数字化转型网www.szhzxw.cn
1、从短期利益驱动到战略驱动。
标杆企业从来不是一个通过短期利益驱动的公司，而是一个战略驱动的公司，以战略驱动业务，才能形成管理的合力。
2、业务和流程绩效相融合。
例行事项及其管理决策基于流程，加快决策效率；通过流程变革改善经营和人效，规避经营风险。
3、干部和员工的快速成长。
企业最佳实践固化为流程，以青调班、高管培训项目培养干部。中国数字化转型网www.szhzxw.cn
翻译：
The process of many enterprises is in the form, and after it is done, it is just hung on the wall, or placed in the server, and we do not really use it, and even build a department wall because of this process.
Why can the process of benchmarking enterprises become the booster of enterprise development? This is because the benchmarking enterprise is a business based process, rather than a function based process. It solidifies good practices into the process, forming a customer-centric, goal-oriented process system.
First, the core of the process is to create value
A business process is an activity that converts one or more inputs into an output of value to a customer.
The key to judging the quality of a process is whether the process itself can create value, whether it can help the enterprise to develop effectively in the long term, and whether it can generate value in the customer interface, such as easier transactions.中国数字化转型网www.szhzxw.cn
Excellent process construction is often based on the company’s strategy and customer needs, such as opening up a new business to change the slow growth of the business; Such as shortening the delivery cycle of products or services to customers.
1. Four-piece process management system
The first item: process documentation
Such as process architecture, process lane diagram, process description file, process card, etc.
Second: organizational system
The organization defines the process, the process defines the organizational structure, and the two match each other.
Third: management rules中国数字化转型网www.szhzxw.cn
With the process and organization, the process still cannot operate by itself, it needs to have management rules, such as some key decision points, key control points, and some incentive mechanisms.
Fourth: IT tool curing
The above 3 things need to be solidified with information tools. For example, LTC processes need to have an IT tool to fix LTC roles in the process.
2. Two key elements of process management
[Key Element 1] Input resources
In order for activities to take off, resources must be brought in. For example, to do some sales activities, the input resources may be people, tools and other things;
【 Key element 2 】 The result of output中国数字化转型网www.szhzxw.cn
There are several activities that need to be defined in the lane diagram, their interactions with each other, and some elements that affect their interactions, such as some inputs and outputs.
3. Nine values brought by process change
1) Lead change
2) Common goals
3) Maximize the value chain
4) Integrated supply chain, R&D and services
5) Meet customer needs quickly, correctly, cheaply and easily
6) Solidify excellent experience
7) Break the walls of departments and enterprises
8) Customer demand pressure depends on process dissemination and assessment (KPI)
9) The foundation of core competitiveness construction中国数字化转型网www.szhzxw.cn
Every business is actually very eager to achieve a high rate of growth in the market, hoping for stronger first-line capabilities to achieve higher sales targets, but often can not achieve.
In this case, the top management will think that the sales ability of the front line is not strong enough, and that the sales staff does not have a strong willingness to challenge the target. The first-line sales team thinks that their resources are not enough, there is no support, and the leaders will only beat their heads to an unrealistic goal every year, and even think that the company’s products are not good.
Process organization management generally has an end-to-end feature rather than an end-to-end feature.
In the process organization, there are many levels from top to bottom, and each level has many departments, but the position of the customer is not found in the process view and organizational structure, and the goal of how to add value to the customer is not reflected.
1) The company’s processes and organizational structure are based on internal control, rather than providing competitive services to customers;中国数字化转型网www.szhzxw.cn
2) There is no team close to the customer to set the appropriate authorization, can not make quick decisions, making the transaction particularly difficult;
3) The coordination of resources within the company is very painful and does not fully consider organizational flexibility, efficiency and positioning.
Second, the hierarchy and six functions of the process architecture
Before doing the process, we must first establish a process architecture, you can refer to the level of the business process in the drawing example.中国数字化转型网www.szhzxw.cn
The levels of the business process are divided into six, from L1 to L6, into three parts, each with a corresponding purpose.
L1 process class and L2 process group, TO answer WHY to DO this (WHY TO DO this), that is, to support the realization of the company’s strategic goals, covering the company’s business;
L3 process and L4 sub-process are focused on the implementation of strategy, TO achieve the efficient and low-cost operation of the main business logistics, to solve the problem of WHAT TO DO;
L5 activities and L6 tasks focus on HOW TO DO things, putting tasks into roles, and accomplishing specific activities and tasks.中国数字化转型网www.szhzxw.cn
When it comes to management change, different levels of focus are different. Middle and senior management and project management teams focus on higher-level processes. Grassroots managers focus on lower-level subprocesses; Low-level employees focus on the execution level, such as what actions to do, what inputs and outputs are, what is upstream and downstream, and so on.
Six roles of process architecture
Process architecture is used to drive organization, performance, talent, IT planning and building a sound enterprise management system, and is used for process governance and change planning to achieve the iteration of the management system.中国数字化转型网www.szhzxw.cn
Six roles of process architecture
First, guide the organizational structure design, support the process of organizational construction process determines the organizational structure, the process of the swimlane diagram defines a lot of roles, which positions can undertake these roles, which organization can make it more efficient, all need the organization to plan it well.
Second, Managed the target performance of business operations at all levels and supported the company’s performance management, such as the whole process from lead to LTC, from contract signing to business delivery and final payment collection. Each role has its performance definition and process definition, how many people are needed for each process activity, corresponding to the position and specific department, so as to define the management of the entire business department and the company’s performance.中国数字化转型网www.szhzxw.cn
Third, identify the talent needs and ability gaps in key positions, support human echelon construction and resource management in the entire process, which role is essential, to focus on. The ability of these business metrics to see key roles and talent needs throughout the business process.
Fourth, evaluate the maturity of the business, support enterprise change planning and process optimization whether the current process can support customer needs, strategy definition and planning, if not, which department in the optimization process to improve the overall ability, to see whether there are too many steps or too many control points.
Fifth, Identify the responsible person at all levels of the process and support the operation of the process management mechanism中国数字化转型网www.szhzxw.cn
Sixth, IT architecture design and planning to provide support for enterprise digital transformation.
IT architecture and informatization are not to guide the construction of the process, but the construction of the process requires the architecture and planning of IT.
Third, the medium and long-term value of the process management system
The establishment of a customer-centric process management system requires a long-term continuous change to constantly adapt to market changes, customer needs, as well as the strategic direction of the enterprise, as well as the actual situation of the enterprise itself.
In the medium to long term, the transformation of the customer-centric management system has the following two aspects of value.中国数字化转型网www.szhzxw.cn
The first aspect: the value of customer interface
- Customer satisfaction
1) Trade quickly.
A good process can enable front-line personnel to be authorized, which greatly shortens the transaction cycle between customers and customers, from the original several months to a month.
2) Right, provide the right products and services.中国数字化转型网www.szhzxw.cn
The benchmark enterprise signed a contract 20 years ago, but the goods handed to the customer were actually wrong, so a special project team was set up to send the right goods.
3) Good Value. 3) Good value.
The process is simpler, the efficiency will be improved, and the overall cost will be reduced. Many enterprises reduce costs through layoffs and salary cuts, but in fact, from the point of view of benchmarking enterprises, employing people is very expensive, and the average salary is high.
4) Easy trading is easier.
Now it is very convenient to buy things online, and you can receive them soon after placing an order. But why is it so hard to trade offline? Because it’s a complicated process.
2, customer value contribution: long-term customers can bring a lot of revenue and profit;
3, the brand of the enterprise: a large number of customers to buy things, the enterprise brand will be better and better.
The second aspect: internal value
Customer interface satisfaction actually comes from the improvement of internal operations, reflected in the following three points.中国数字化转型网www.szhzxw.cn
- From short-term interest driven to strategic driven.
Benchmarking enterprise is never a company driven by short-term interests, but a strategy-driven company, to strategy-driven business, in order to form a joint force of management.
- Integration of business and process performance.
Routine matters and their management decisions are based on processes to speed up decision-making efficiency; Improve operation and human efficiency through process change to avoid operational risks.
- Rapid growth of cadres and employees.
The best practices of enterprises are solidified into the process, and cadres are trained with green training classes and executive training programs.中国数字化转型网www.szhzxw.cn
本文由数字化转型网（www.szhzxw.cn）转载而成，来源于三豪商学院；编辑/翻译：数字化转型网宁檬树。
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