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Philosophy of religion. We first looked at the process map from above and broke it down into individual processes. It quickly became clear who is responsible for which processes in the company and which interfaces are involved in the further development. As a result of intensive discussions between our process owners and their work with our process map, we were able to reduce the number of processes from 80 to 30, and to 21 today.
Another breakthrough was that two years ago we adjusted our company hierarchy according to the processes.
For us, the hierarchy is derived from the processes and not the other way around. The organizational chart does not determine the processes, rather the processes define the organization chart. As part of the process initiative, we have abolished the role of business unit manager. Since then, senior management and process owners have been at senior management level. So hierarchy levels have disappeared and this has led to a rethinking of leaders, away from their own areas to focus on the processes.
Documentation also plays an important role here: Regularly checking whether a process complies with the law or remains compliant with the standards we need to meet. Our retail market is also on the move. But a manufacturing process like ours cannot change so fast. So, when it comes to changing label packaging or automating production, for example, we use process management methods.
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But this narrows my point of view. I imagine a process as something rather organic, something that grows. Through process management, I do not allow it to grow out of control, I am in control.
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If I allow this organic development, I need more information about a process than just effectiveness, efficiency, and cost reduction. These criteria alone do not say anything about whether, for example, the employees feel comfortable with this process and whether it really improves their motivation. Of course, every process has an impact on the people involved. This not only improves the results of the process, but also improves communication. When people feel comfortable with a process, they experience less friction. See what else is new! Watch this short presentation on managing the generational change that takes place in companies using Software AG's Adabas as a database and Natural as a programming language.
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How can you attract young software developers that are used to modern programming languages and development tools? Software AG provides solutions that drive digital transformation in organizations worldwide, helping to improve operational efficiency, modernize systems and optimize processes for smarter decisions and better service.
Our solutions include an integration platform built on a powerful enterprise service bus that enables organizations to quickly connect virtually any system and application. We offer enterprise architecture management solutions that help align the IT landscape with business needs. Our in-memory computing solutions provide faster access to big data while our Business Process Management BPM and business process modeling solutions help create more efficient processes.
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