You’ve just been given the task of writing a new procedure that documents an existing business process.  You make sure you understand, and you close with, “I’ll get on this process right away.”

That’s when your boss says, “Process? Did I say ‘process’? I meant processezzz! Plural!”  And before you can blurt out, “What do you mean?”, the boss says you need to develop procedures for all accounting processes, not just the one.  Oh, and he wants them by the end of the month!

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You’ve written a new procedure.  Your procedure review identified completeness, correctness, and subject matter applicability.  You feel you’ve caught your procedure writing errors and the procedure’s ready to go…but go where?  How do you determine if your new procedure is working?

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Your process is not living up to expectations, so you’ve decided to implement standard operating procedures (SOP) to improve process consistency, compliance, and effectiveness.  However, that project is stalled: employees are not buying into your proposed changes, and management is growing impatient.

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Business and organizational development is about business process change: not as in “process change – the event”, but “process change – the journey“.  Your business processes change in response to market forces, competition, regulations, customer demand, the economy, culture, personal beliefs, and many other factors.  The question isn’t about what is causing the business process changes — we know your business processes are going to change — the question is…

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