How do you ensure your process maps align with strategic goals and KPIs?

The challenge is that connecting KPIs to a high-level goal such as NPS is difficult. That's because a KPI should monitor specific activity, such as the things that directly influence the NPS. Just tracking NPS will not tell you what you are doing well or poorly as that number changes. Instead, consider the things you do to affect the NPS and attach KPIs to them. NPS will be affected by how customers were treated, how the check-out process worked, how quickly their call was answered, and so on. If you set targets and KPIs to those items you will see a direct correlation and know where you need to improve.

Search for Process Mining / Process Discovery software online. You will find reviews of the top solutions on the market. Many of the top solutions command a premium price tag though and may be out of reach for small businesses. They can complete a lot of the process mapping work for you though. If you use the software, you will still need to fill in some blanks as the software doesn’t know why there is variation in a process, why steps are performed in a certain order and the underlying rules relating to each step in a process. Matt Rebeiro - Challenge the Status Quo #BusinessProcessImprovement #ProjectManagement #BPM #ProcessDiscovery #ProcessMining

Clearly define the organization's strategic goals and identify relevant KPIs. This provides a framework to design and assess process maps against. Some examples of strategic goals could be improving customer satisfaction, reducing costs, or increasing revenue. Relevant KPIs would be metrics like Net Promoter Score, cost per transaction, revenue growth rate. Involve stakeholders from different functions when mapping processes. This allows you to capture cross-functional interdependencies and ensure the end-to-end process is optimized towards strategic goals.

Hier sind einige Beispiele für strategische Ziele und passende KPIs: Ziel: Steigerung der Kundenzufriedenheit KPIs: - Anzahl wiederkehrender Kunden - Durchschnittliche Antwortzeit auf Kundenanfragen Ziel: Erhöhung der Effizienz in der Produktion KPIs: - Durchlaufzeiten - Prozentsatz der pünktlichen Lieferungen - Ausfallzeiten in der Produktion Ziel: Kostensenkung: KPIs: - Kosten pro Produktionseinheit - Gesamtbetriebskosten - Einsparungen durch Prozessverbesserungen Ziel: Steigerung der Mitarbeiterzufriedenheit und -bindung: KPIs: - Mitarbeiterfluktuationsrate - Ergebnisse von Mitarbeiterzufriedenheitsumfragen - Anzahl der internen Beförderungen - Anzahl der Krankheitstage

To ensure process maps align with strategic goals and KPIs, start by clearly defining those goals and KPIs. I once helped a company aiming to improve customer satisfaction. We set a goal to increase satisfaction scores by 15% in six months. From there, we identified KPIs, like response time and resolution rates. These specific metrics guided our process mapping. When we knew what we wanted to achieve, we could ensure that every step in the map directly supported those goals, keeping us focused and on track.

You might want to check out a new tool called KPI Karta. It does more than just map out how your KPIs relate to your overall goal. It also helps you determine what your KPIs should be. I haven’t seen another tool ever do that. It builds hierarchical maps so you can see how work activities directly affect and are aligned with goals. You can then share progress with team members and management. It’s pretty cool!

Choosing the right software is essential for aligning process maps with strategic goals and KPIs. I remember when we were working on a project to streamline operations for a small business. We evaluated several tools, and we ultimately chose software that allowed us to easily create, share, and update process maps. This software made it simple to visualize how each process contributed to our goals. We could track performance metrics directly within the tool, ensuring our process maps remained aligned with our strategic objectives. The right software can make a big difference in keeping everything organized and focused on what matters.

The key to creating aligned process maps is to clearly define the scope and boundaries of the process you are mapping from end-to-end, ensuring that all key functions and steps that impact your strategic goals and KPIs are captured. Interview process experts across all relevant roles to get comprehensive inputs and map out any related systems, tools, inputs and outputs that connect to your metrics and data sources for KPI tracking.

Creating process maps is all about visualizing the steps needed to achieve your goals. I worked with a team that wanted to reduce waste in production. We gathered everyone and started mapping out each step in the process, from receiving materials to shipping products. As we created the maps, we focused on aligning each step with our strategic goals. We highlighted areas that were slowing us down or causing waste. By visualizing the entire process, we made it easier to spot improvements, ensuring our maps supported our goal of reducing waste effectively.

Validating and communicating process maps ensures everyone is on the same page. I remember when we created a new process map for a client’s sales team. After drafting it, we held a meeting to review it with the team. They provided valuable feedback, pointing out steps that didn’t align with their day-to-day work. Once we made adjustments, we communicated the final map through an easy-to-access platform. This transparency helped everyone understand their roles in the process. Regularly validating and sharing the maps keeps the team engaged and ensures everyone knows how their work connects to the overall goals.

Monitoring and improving process maps is vital for ongoing success. I worked with a company that implemented a new workflow for handling customer inquiries. After the process map was in place, we tracked key metrics like response times and customer feedback. We held monthly reviews to assess how well the map was working. When we noticed response times slipping, we revisited the process map to identify bottlenecks. By continuously monitoring and refining the maps, we ensured they stayed relevant and effective, which led to a more efficient customer service process.

Effective governance is key to continuously monitoring process map alignment with strategic goals and KPIs and enabling improvements over time. This starts by establishing ownership to review maps on a regular cadence and instituting checkpoint meetings with process stakeholders. Monitoring relevant metrics tied to each process step provides visibility into performance against targets. Issues can be flagged through centralized ticketing systems for the owners to address. Control charts indicating metric trends versus benchmarks help diagnose problem areas objectively.