Organizations are usually organized by functions, and when they want to improve the way they work, they often have to redesign their processes so they work well across functions. Furthermore, process reengineering gurus such Allan Brache, Jim Champy, and Michael Hammer have over 20 years preached the gospel that companies must appoint process owners to make sure that processes are optimized across functions for the benefit of the customers and the company’s financial performance. Yet, very few organizations which have gone thru process improvement initiatives have process owners or can sustain them. However, best practice companies such as Nokia, Shell and Air Products amongst others have followed this advice and created high-level process owners, and created a process management structure, that was put on top of the functional structures.
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