流程变革（包括IT，组织微调等）是变革管理的一部分，至于谁主导，看企业开展变革的方式（自己做，还是请外部资源做）、起点（从执行层面由下往上，还是从公司治理层面由上往下）、涉及面（局部的，还是整个组织的或公司的，只涉及到流程，还是涉及到顶层战略，规则，组织运作），还看目前组织中适合发起变革或者管理变革的岗位能力匹配情况，有的是CEO发起、总裁发起、COO发起、CIO发起、分管副总发起等等。
HW是战略牵引下的变革管理，由跨部门委员会（变革指导委员会或者战略委员会）发起；流程变革则由Process Owner发起。
首先，宏观上来讲，最难的是高层在思想上，没有形成正确的认知和意识就会产生错误的行为和行动。流程是组织的行为方式，是以自上而下完成“战略→业务→流程→变革→数据/IT”的纵向，以“全价值链端到端”的横向来搭建流程体系。领导心中要有一个蓝图，如果领导心中没有蓝图，他很容易被任务驱动，那他怎么带领大家去排兵布阵呢？
其次，就是组织上，做流程要有一个长胜的组织，立体化的组织，难在没有相应的组织和资源去支撑。不改变组织的流程变革基本都不会成功，流程变革的本质是构建流程型组织。
至于叫变革管理还是流程变革无所谓，在企业推行落地过程中所面对的阻力，本质上不是问题，是企业发展过程中助其成长的合理现象，只是企业为了适应当前的环境与挑战，所尝试的调整和改变。将困难理解为“现象”，而非定义为“问题”，和业务部门站在一起面对挑战，是流程专家想要在企业成事的第一步。
最后，回到现实中，很多企业对流程变革推行的困难度和准备度认知通常是不够的，认为发布后大家都会去执行，其实理想很丰满，现实很骨感。所以，如果你们公司没有强大的执行力、高层没有形成统一正确的认知之前，建议不要轻易发起流程变革！
翻译：
What is the relationship between change management and process change?
Process change (including IT, organizational fine-tuning, etc.) is a part of change management. As for who leads the change, it depends on the way the enterprise carries out the change (do it yourself or ask external resources to do it), the starting point (from the executive level to the bottom up, or from the corporate governance level to the top down), the scope of the change (local, or the whole organization or the company, only involves the process. Or involves the top-level strategy, rules, organizational operation), but also look at the current organization suitable for initiating change or managing change of the post ability match, some CEO initiated, president initiated, COO initiated, CIO initiated, deputy general manager initiated and so on.
HW is strategy-driven change management, initiated by a cross-departmental committee (change Steering Committee or Strategy Committee); Process changes are initiated by the Process Owner.
First of all, from a macro point of view, the most difficult thing is that there is no correct cognition and consciousness at the top level, which will lead to wrong behaviors and actions. Process is the behavior mode of the organization, which is to complete the vertical of “strategy → business → process → change → data /IT” from the top down, and to build the process system from the horizontal of “the whole value chain to the end.” The leader must have a blueprint in mind, if the leader does not have a blueprint in mind, he is easily driven by the task, then how can he lead everyone to arrange troops?
Secondly, organizationally, the process must have a winning organization, a three-dimensional organization, and it is difficult to have the corresponding organization and resources to support. The process change without changing the organization will not be successful. The essence of process change is to build a process organization.
As to whether it is called change management or process change, the resistance faced by enterprises in the implementation of the landing process is not a problem in essence, but a reasonable phenomenon in the development process of enterprises to help them grow, and it is only the adjustment and change that enterprises try to adapt to the current environment and challenges. Understanding difficulties as “phenomena,” rather than defining them as “problems,” and facing challenges on the side of the business are the first steps that process experts want to take to get things done in an organization.
Finally, back to reality, many companies on the implementation of process change difficulties and readiness of cognition is usually not enough, think that everyone will implement after the release, in fact, the ideal is very full, the reality is very bone. Therefore, if your company does not have a strong execution force, senior management has not formed a unified and correct understanding before, it is recommended not to initiate process changes easily!
