We generally find deliverables to be undefined, significantly lacking in clarity, completeness and understanding. Unclear deliverablesĪt its simplest form, work is the execution of tasks that together deliver specified products and services (deliverables) to a customer (external or internal). In addition, we often find data storage and ownership to be distributed and uncontrolled throughout an organization. We frequently find the accumulation of inaccurate and insufficient data from the very beginning that continues to be pushed along a value stream causing significant rework, wasted time and effort. Rather than getting hung up on which KPIs are best, leaders would be better served by understanding the purpose of every business system and business process and measuring the extent to which that system or process achieved its purpose.ĭata input typically starts a value stream and accumulates additional information as it moves along, connecting business processes to deliver the purpose of the value stream. Successful measurement involves understanding purpose, expressing a goal, and determining what measure will tell you whether that goal is achieved or not. KPIs are useful but not sufficient to measure organizational performance. The measurement of meaningful performance, while very straightforward conceptually, is typically missed in most organizations. Leaders often neglect to match work with accountability. Every business process should have a single position responsible and accountable for its successful performance. To address this opportunity, leadership should completely rethink organization structures and align them directly with business systems and business process workflows. Because most organizations are structured along vertical and functional lines, responsibilities are vague and departmental goals are often in conflict with one another. We find that another 20% of all business problems come from organizational silos. The improvement of any organization begins by first understanding what work is being done and how that work contributes to serving customers.

The work in any organization should be clearly defined through business systems, business processes, tasks, and knowledge. On average, about 50% of all organizational problems are caused by undefined business processes. Shown below are 7 common business problems that we see in virtually every company. In our work with clients, we consistently see the same underlying problems and opportunities preventing them from achieving their goals and objectives. Business Enterprise Mapping is in the business of studying and improving organizational performance.

Hidden business issues