While the organization focuses on creating and adapting the process standard the stakeholder community needs to be engaged as broadly as possible to contribute their best practice thinking. The standard process should not be owned by any specific individual but rather by the whole relevant process community.
Community management is the key part of the process of process management (Kirchmer, Franz, 2015) to ensure good stakeholder engagement. In our private lives we are increasingly exposed to a series of physical and virtual groups and communities that we use for input, support and guidance. Using the same principle in a business context encourages engagement in the improvement of the standard process through an active exchange in experiences. This is not one wise old owl (typically the process owner) decreeing what the standard should be and then imposing it but rather the enriched input from the whole process community establishing a jointly accepted standard that includes all of their best practice. The role of the process owner in this context is to facilitate the active working of this community and to deftly manage the process design decisions that lead to a common standard.
Success of any community management program is significantly enhanced through making this a normal part of the day job rather than a parallel and sometimes cumbersome activities. Learning should be delivered in a very personalized way linked to their normal desktop activities. Providing feedback should similarly be accessible through the desktop as closely aligned to the normal business process as possible. As someone experiences difficulty while attempting to perform their normal work, they should be able to capture the issue and recommendation without attempting to navigate to a new and different environment. Make it easy and it is much more likely to happen.
We have repeatedly seen that if community management is done well and very collaboratively that the acceptance of the process improves significantly. As part of the engagement of people on the processes there needs to be a parallel avenue for them to raise their organizational and personal concerns and have these addressed. Harmonization is achieved when each individual accepts the quality of the common standard and then overcomes main concerns related to the impact of the new process on them personally.
Engagement of stakeholders in the community should not slow down the process design. During the implementation of the new standard processes there needs to be an active channel for continuing input to enhancing the standard process design and its implementation. They need to feel part of adapting the processes to resolve errors or omissions.
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