Tagged ‘Business Processes’
Given the great effects that the level of business equity can have on the survival and credit rating of a company, it is a good idea to understand who has responsibility. It is clearly a financial concept and the natural place for resting responsibility would be with the different accountancy teams within the organization.
However there are dangers in this approach. If responsibility for business equity is shelved onto accountancy teams, other sections will not have an understanding of how their activities can lead to the diminishing or increase in business equity. Ideally everyone should understand their role in developing and maintaining business equity. Read the rest of this entry
Processes are the story that describes the reality of the business performance management program. It is therefore important to ensure that the responsible officers are aware of the processes and have the tools or aptitudes that are required to monitor process and manage it effectively. The failure of a business performance program is a direct result of failing to manage processes. Woe to those who take a perfunctory attitude. The goals will mean nothing if you cannot competently map the journey.
The first thing to recognize that process means that activities are interrelated. The negligence of one part will lead to the collapse of other parts. The need to keep a strategic perspective to any activities will become even more acute if there is a particular problem with a process that requires undue attention from the managers. If a consequence of this attention is that other parts of the project fail, then it will show a lack of attention to the idea of strategic oversight.
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