Process Accountability PACe

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Well, when you're trying to grow your company right, you need everybody engaged and performing well. We've been talking about this whole area.

Of people engagement, retention, getting people working.

Together well, getting them performing. And next up in this world is really the world of process accountability. So we've talked in the past about functional accountability. You know, who's got sales and who's got operations. Who's got some accounting functions, right, who's got marketing. But if you think about processes, right, there are many processes, there are little processes. The whole business is kind of a big meta process. But there are core processes that really define your business. And, and there are a few that are kind of common to every business. But these core processes are distinct from the functions. What do I mean by that? So you've got marketing. Marketing as process. Marketing could all be described as a process. Then you've got sales and they have processes. And then the whole thing could be called our sales process and operations and so on. But then there's the process that we might call where somebody goes from being a lead to, to a customer and then actually pays their bill. And along that arc of a customer experience, right, There are lots of places where we might drop the ball. A lead doesn't get handed off from marketing to sales properly and then an opportunity is missed. Sales doesn't properly sell it and hand it off to operations who then can't fulfill it, right? And then we don't collect the money. So if you think about it and you look at your company, you have some processes that touch many functional areas. And in these cross functional processes you have some potential for mischief. Because while we have a clear leader in sales or marketing, right, Operations, we don't have a leader for this lead to cash or sale to cash kind of process. And in between these Handoffs is mischief and opportunity. So if we can identify what some of these core processes are and and then create some metrics around them and then we might go in and have an owner of them who's mapping them out, we might actually eliminate some of the painful mistakes that can happen when processes go wrong. So we say that there are somewhere five to ten core processes that are distinct from the functions. Again, where business is handing off. So one of them is something like quote or somewhere around sales or lead end of things to cash where we've actually fulfilled and collected the money. That's probably the most common one. Others include hiring. Right. HR might own the hiring process, but you've got hiring managers creating job requisitions or job descriptions and then participating in the interviewing process. Then you've got the actual hiring itself and then you've got the onboarding and training that may go to a specific department or may go back to the hiring department. So there's a lot, lot of stuff that can happen there in the whole hiring process. Right. Research and development may live within a particular role, but there may be a broader thing that touches a lot of other areas. So what are your core processes? Right. Take the functions that are common to all companies. Now think about your core processes that help you run the business and look in particular for functional handoffs where something moves and touches between departments. There's a good clue. Brainstorm those, figure out what they are, establish an owner of them and start to measure them, track them, map them and make sure that your processes are working well. I hope this has been helpful. We'll talk to you again soon. Keep scaling.

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