Business Processes Impact Holistic Organizational Effectiveness

Business process effectiveness is a key driver for achieving holistic organizational effectiveness. Processes used by employees and customers can be highly efficient and effective, or they can be cumbersome and cause frustration, delays, quality and reliability problems, poor timeliness and low productivity.  Ineffective processes can require extra inventory to compensate for problems. Ineffectiveness processes also hurt competiveness in terms of lost customers, reduced productivity and other problems.

Achieving high levels of holistic organizational effectiveness requires putting in place highly effective business processes. Michael Hammer’s 1990 article in the Harvard Business Review launched Business Process Reenginering (BPR). Since then many organizations have undertaken BPR initiatives, some of which have long been ended while other have continuously used BPR to ensure that current and new processes are highly effective. Six-sigma quality and other approaches have also been used to implement highly effective business processes.

Quantisoft’s comprehensive employee surveys, customer satisfaction surveys, holistic organizational effectiveness surveys and IT customer satisfaction surveys typically include questions about process effectiveness. Even after years of BPR, Six-sigma quality and other initiatives, our surveys almost always identify significant opportunities to increase business process effectiveness for employees, customers and suppliers. Shortfalls in IT application design and implementation, insufficient training, poor process design and other reasons typically are the causes of ineffective business processes.

About Howard Deutsch

Howard Deutsch is the CEO of Quantisoft, a New Jersey based full-service survey company conducting employee, organizational effectiveness, leadership feedback, customer satisfaction, IT customer satisfaction, enterprise risk and other types of customized surveys since 1999. Howard has extensive senior line management, internal and external consulting experience in many industries. He has a B.S. in Industrial Engineering from Rensselaer Polytechnic Institute and an MBA in Finance from St. John's University. He was an adjunct faculty member for several years at the Seton Hall University School of Business.
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