“A complete change in the composition of the PCAOB was announced Tuesday by the SEC as William Duhnke was appointed as the board’s chairman and J. Robert Brown, Kathleen Hamm, James Kaiser, and Duane DesParte were named as board members.”
Art Weeast has helped a number of organizations to “think beyond the task of documenting policies and procedures to the intelligence of the information that is in those documents.” In other words, think of the value or purpose that the documents serve. One of his objectives, as he trains organizations on how to create valuable documentation, is to “keep what’s in it for me, from the end user’s or the employee’s perspective, in mind as you develop content”. The end user and all stakeholders might consider, “What problems and questions can this documentation solve?”
To demonstrate the application of Process Intelligence practices (as Mr. Weeast termed his work), consider three common problems:
With Art Weeast’s help, let’s tackle each of these problems one at a time.
The problem faced by many (maybe most) organizations: Employees and Management do not value the documentation.
Consider how you can make your documentation useful. Follow this three step process:
Another common problem: Work tasks are not clearly connected to executive priorities.
The front line doers, on a day to day basis, do more repeatable processes than executives do. At the executive level, it is unlikely that you will see procedures. This is the root cause of the disconnect between the tasks and executive priorities. It’s no wonder that executives generally don’t feel the value of the documentation and therefore, the employees don’t feel the priority from the executives to create and maintain the documentation. So, per human nature, documentation becomes an unwelcome task to do, and usually it is tackled at the last minute with a mad rush to get it done.
Help your organization to establish the connection between top priorities of the business and the tasks that hardworking employees carry out day after day.
A master at translating the complex into simple steps, Art Weeast developed a method for creating this connection. He calls it an Operational Map. To build your Operational Map you will:
The final problem we aim to address: Breakdown in cross-functional processes.
Frustrations build in an organization when communication and collaboration breaks down or does not exist among certain parties. You can tell this is happening when you or others can easily blame someone for inadequate, inconsistent or untimely inputs into your process—or others who put disruptive demands on you to produce an output with a nearly impossible delivery date and provide inadequate information needed to meet the demand. It is natural for all of us to personalize the process under these circumstances.
The art of establishing collaboration among cross-functional parties can be reduced to four main steps. The following steps serve to “de-personalize” the process and issues, and allow parties to focus on the desired end result.
Think about what’s happening here. Typically, if anyone ever does dare to address the communication breakdown among parties, what do they typically do? They work to identify the issue(s) and to problem solve against those issues. The process outlined by Mr. Weeast, an expert in operational and change management, takes an opposite approach; helping parties to very quickly begin working together effectively.
Applying these practices outlined by Art Weeast results in an efficient and effective organization that can:
Art Weeast has decades of impressive experience in enterprise-wide leadership, technology & data expertise, Lean Six Sigma methodologies, organizational change management, and in defining and refining operational processes. Art has been a client of policyIQ with three different organizations. When I met Art, I had been involved in the work of streamlining, refining, re-engineering, and automating processes for many years, myself, and—while it was my responsibility and mission to help him in any way that I could to solve his organization’s business problems using our software—I was forever changed by what he taught me!
This post was originally shared following a policyIQ-sponsored webinar in which Mr. Weeast shared his Process Intelligence practices. The policyIQ team continues to share the lessons of his Process Intelligence session year after year. If you’re interested in more information or hands-on support with applying Mr. Weeast’s methodology, reach out to us and we’ll connect you with the appropriate tools, information, and resources!
Last week, the policyIQ team hosted our quarterly “Introduction to policyIQ” class–this one focused on a full scale policy management solution. While many aspects of the presentation are typical of any policyIQ Solution, there are a few that lend themselves to the policy management world.
These, among many others, offer a some great benefits to checking out policyIQ for your Policy Management needs. However, every organization’s needs are different – which makes policyIQ an ideal solution. It’s easily configurable! Let’s meet via the phone or webcast to discuss if policyIQ can be configured to meet your needs.
To learn more about the complete policyIQ Policy Management solution, visit our website.