BECOMING PROCESS CENTRIC

Governance that governs least governs best provided that it governs sufficiently. Becoming process centric allows your organization to operate in a decentralized fashion with centralized control over activities. The end result is a place where everyone enjoys their work; and the right balance between control & abandon is achieved by your leadership.

At K3M Level 6: Process-Driven Knowledge Sharing, the organizational focus is on processes AND results as opposed to just results, so as to build on lessons learned[1].

Taking a process view allows you to understand the interdependent components which make up operations to strategically optimize and consolidate value-added tasks in alignment with management objectives. By focusing on and improving processes, operations become more efficient and successful over time as your company is better able to adapt to change by managing smaller subsets of knowledge units in process form as opposed to scattered and disconnected tasks.

WisdomSource provides a complete solution for your organization to adopt to the paradigm of process thinking that includes WisdomSource v3.0 software infrastructure, workshops, and training.

THE WISDOMSOURCE K3M LIFECYCLE^TM

The WisdomSource K3M Lifecycle defines the correct knowledge flow that your organization needs to facilitate in order to truly support your employees in the conversion of operations into end-to-end process models[2] that can be managed across line and program hierarchies so as to decrease time to market on branding initiatives and overall expenditures.

All successful organizations of the future will have such a complete technical command structure as their management backbone if they are to maintain the public’s confidence and support.

INSTILLING DCOA - THE FOUR-STEP KNOWLEDGE MANAGEMENT DISCIPLINE^TM

The WisdomSource K3M Lifecycle instills DCOA - The Four-Step Knowledge Management Discipline into your company:

1. Deliver operational and training knowledge to the appropriate personnel
2. Collect feedback and measure comprehension
3. Optimize organizational knowledgebases with feedback
4. Apply lessons learned back to the organization, thus completing the learning loop

ACHIEVING OBJECTIVES WITH PROCESS-DRIVEN PROGRAMS

The levels of success of "process-driven" organizations are much greater than those with a strict "bottom-line" orientation when we consider long-term financial viability, employee satisfaction, and portability as directives change.

Enabling people to see the big picture, to understand their roles within the organization, and to have a say in how things are done improves their experience of work as well as the organization of which they are a part.

By raising peoples' awareness of what it is that they do and how they fit into your company, WisdomSource encourages them to think of better ways of operating, which adds to your ability to remain in harmony with changing market and operating demands.

WISDOMSOURCE v3.0 IS THE BEST WAY TO BECOME PROCESS-DRIVEN

After years of experience working with the world's most interesting organizations through the booming IT economy of the ‘90s, WisdomSource was developed to truly deliver on the organizational governance promises that technology failed to materialize.

WisdomSource is the planet's most useful software solution that enables the effective management of end-to-end business processes, while capturing feedback so that operations can be improved.

Part of the solution is WisdomSource v3.0, an easy-to-use, intranet-based system that provides effective views of organizational structures and includes the people, processes, systems, and finances tailored to each individual so that he or she can better accomplish his or her role.

The other part of the solution is your leadership role in facilitating this change via (1) the creation of project teams to model processes, (2) the adjustment of organizational governance, and (3) the embodiment of the principles of enlightened leadership[3].

REFERENCES:

1. Senge, Peter M. (1990). The Fifth Discipline: The Art & Practice of the Learning Organization (1st ed., pp. 5-6). New York: Currency Doubleday.
2. Melenovsky, M., Sinur, J., Hill, D., and McCoy, D. (2005). Business Process Management: Preparing for the Process-Managed Organization. (EMA 12012005). Gartner RAS Core Research Note G00129461. Available at: http://www.gartner.com
3. Oakley, Ed. and Krug, Doug. (1995). Enlightened Leadership. New York: Simon & Schuster. Editorial review: http://www.amazon.com/gp/product/product-description/0671866753/ref=dp_proddesc_0/102-1552230-9641734?%5Fencoding=UTF8&n=283155