You're reading...
Knowledge Management, Process Management, Processes

Routine vs. Emergent Processes

In an organisation that has defined its high-level processes, Process Managers (or sub-Process Owners) will often be appointed and given responsibility for defining (mapping), measuring and improving the lower-level processes.

It is at this point, they need to understand whether they are managing a “Routine” or an “Emergent” process.  Routine processes can be defined, standardised and documented to quite low levels of detail (if necessary).  They are often very transaction-focussed, such as “Pay Suppliers”, “Process Customer Order” or “Prepare Monthly Accounts”.

Emergent processes, by contrast, are much more dependent on the knowledge and skills of the people operating them to decide exactly which activities need to take place and in what order.  Usually, they can only (sensibly) be defined at a relatively high level.  Examples might include: “Develop Business Strategy”, “Manage External Communications” and “Manage Projects”.

Download the full article here to understand these two types of process and the need for Intelligent Process Owners.

Discussion

Comments are closed.

Enter your email address to follow this blog and receive notifications of new posts by email.

Join 594 other followers

Connect with Ian Seath

Find us on Facebook Improvement Skills Consulting Ltd. on LinkedIn Follow IanJSeath on Twitter

Archives

Copyright Notice

© Improvement Skills Consulting Ltd. and Ian Seath, 2007-20. Unauthorised use and/or duplication of this material without express and written permission from this site’s author and/or owner is strictly prohibited. Excerpts and links may be used, provided that full and clear credit is given to Improvement Skills Consulting Ltd. and Ian Seath with appropriate and specific direction to the original content.

%d bloggers like this: