Connecting Process to Business Value

by Grant HEnson

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The Importance of a Robust Process Architecture

In the modern business landscape, the successful management of processes as assets necessitates the establishment of a sound business architecture. This architecture must aim to execute and improve operational processes to maximize stakeholder value and leverage strategic advantages. Central to this endeavor is a robust process architecture or an enterprise process map, built on the foundation of end-to-end thinking and process frameworks.

Seven Key Traits of a Robust Process Architecture

An effective enterprise-level view of all processes should showcase seven key traits:

  1. Organizationally agnostic: Business processes do not necessarily align with an organization's structure. While the work outlined by the process architecture will be performed by individuals in specific roles within an organization, end-to-end value creation stems from the relationships with external stakeholders rather than the internal hierarchy. A litmus test for the quality of an organization's process architecture is its ability to survive a reorganization. If the structure falters under such changes, it signifies a poor process architecture. While modifications can be made to the architecture, it is crucial to remember that customers will evaluate your business based on how well you meet their expectations, irrespective of internal organization.
  2. Technologically agnostic: Organizational processes are often facilitated by technological services or capabilities. Given the prevalence of Enterprise Resource Planning (ERP) suites and other commercial software, it is tempting to adopt the vendor's implicit design for the organization's processes. However, a robust process architecture should remain independent of any specific technology.
  3. Value-driven: The process architecture should be designed to create value for stakeholders. This means identifying the key value streams that an organization delivers to its customers, suppliers, and other stakeholders, and then designing processes that optimize these value streams.
  4. End-to-end: The process architecture should take a holistic view of the organization's processes, from beginning to end. This means identifying all of the steps involved in delivering value to stakeholders, and then ensuring that these steps are coordinated and aligned.
  5. Agile: The process architecture should be flexible enough to adapt to changes in the business environment. This means designing processes that are modular and can be easily modified as needed.
  6. Efficient: The process architecture should be designed to minimize waste and inefficiency. This means identifying and eliminating unnecessary steps, and automating as many processes as possible.
  7. Measurable: The process architecture should be designed to be measurable. This means tracking the performance of key processes and identifying areas for improvement.

Creating a Robust Process Architecture

Creating a robust process architecture is a complex undertaking that requires careful planning and execution. However, the benefits of a well-designed process architecture can be significant, including:

  • Improved efficiency and productivity
  • Reduced costs
  • Improved customer satisfaction
  • Increased compliance
  • Enhanced competitive advantage


A robust process architecture is essential for any organization that wants to achieve its strategic goals. By designing and implementing a process architecture that is organizationally and technologically agnostic, value-driven, end-to-end, agile, efficient, and measurable, organizations can improve their performance and achieve sustainable success.

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