Are your processes obvious, complicated or complex?
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The document discusses three types of processes - obvious, complicated, and complex - based on the Cynefin framework. Obvious processes have a logical sequential flow with limited decisions. Complicated processes rely more on individual expertise within known parameters. Complex processes have many unknowns and unpredictable routes dependent on expertise. Examples are given like recruitment and marketing. The document advises process design should match complexity levels and technology could help with complicated processes but not automate complex ones.
Are your processes obvious, complicated or complex?
- 1. Are your processes Obvious, Complicated or Complex? A systems view of 3 types of process © 2019 Copyright ISC Ltd.
- 2. A process review… I’ve written previously about the need to recognise different types of process and I have differentiated between “Routine” and “Emergent” processes. Recently, I reviewed some processes for a client and, although pretty much all of the processes were “Routine”, I needed a way to provide feedback to the client on some of the differences I had identified. © 2019 Copyright ISC Ltd.
- 3. The Cynefin Model I used some of the principles in Dave Snowden’s Cynefin model to help structure my feedback. The Cynefin model identifies five different situations or management environments characterised by how much is known or unknown and how ordered, or disordered things are. © 2019 Copyright ISC Ltd.
- 4. Obvious processes There are processes which can be process mapped easily because they naturally have a logical flow of sequential activities, with a limited number of decision-points or in-process options. In the Cynefin model, this type of environment describes problems as well understood and solutions are evident so they require low levels of expertise. The processes can be documented and scripted. In some cases, they are easily automated and are the domain of Best Practice. © 2019 Copyright ISC Ltd.
- 5. Examples of Obvious processes An example that I was looking at for a client was their Recruitment process. It had very clear steps and simple rules to move from the input (“Need person”) to the output (“New staff available”). Transactional Procurement, Finance, HR and desk processes would also typically fit into this category. I have previously written about these as “Routine” processes (as opposed to Emergent processes which can’t be flowcharted in detailed, prescriptive steps). © 2019 Copyright ISC Ltd.
- 6. Complicated processes In these processes, there is a greater reliance on individuals’ expertise. There are more unknowns, but generally people are aware that they are unknown and can draw on “Good Practices” to move from input to output. Where a process is complicated, if it has already been automated, there may be limited scope for further automation or efficiency savings unless you can identify clear non-value activities. © 2019 Copyright ISC Ltd.
- 7. Examples of Complicated processes In my client example, their marketing management process was complicated. It had a good IT system to support it, but specific choices could be made during the campaign. Some of these choices were informed by analytics from the IT system and some were more based on the experience and judgement of the staff running the campaign. Another client (a charity) had a complicated membership/supporter sign-up process with multiple options and choices of membership/supporter package. © 2019 Copyright ISC Ltd.
- 8. Complex processes These processes map quite neatly to my “Emergent” process type and the Snowden model describes this as the domain of emergent solutions. There are a number of unknown unknowns and the actual choice of process routing is highly dependent on the customer’s need and is reliant on a high degree of process operator expertise. Technology can be used to help staff get better access to the information they need, but it usually will have a more limited role in automating the process. Decision support systems can also help reduce the complexity, for example by improving staff’s ability to make effective diagnoses of customers’ needs. Complex processes can also benefit from case management tools so that customers don’t “get lost” in the system while their case is being investigated or processed. In some ways, they are more amenable to being managed with project tools than with process tools. © 2019 Copyright ISC Ltd.
- 9. Examples of Complex processes In the case of one of the processes I was reviewing, the client had allowed the process to become “complex” when in fact it probably could have been designed to cope with being “complicated”. It had evolved to allow multiple routes into the organisation, multiple options for selecting a service and multiple options for paying for and renewing the subscription to the service. All this relied heavily on human intervention and several (unconnected) IT systems which meant that every transaction was a high cost one. I’m not suggesting customers shouldn’t be given options, but adding complexity invariably means adding cost to processes. This definitely presents an opportunity to review what really is value-adding for customers and considering to what extent they can be offered on a self- serve basis. © 2019 Copyright ISC Ltd.
- 10. Process design challenges from the Cynefin model How complex, complicated or obvious are your current processes? How complex, complicated or obvious could/should they be? How could new, or different, uses of technology enable any of your processes to be more value-adding? © 2019 Copyright ISC Ltd.
- 11. Chaos and Disorder! The Cynefin model describes a 4th environment: “Chaotic” - where there is little or no order and solutions are dependent on heroics. The 5th environment is “Disorder”. Hopefully, none of your processes are either chaotic or disordered! If they are call me… © 2019 Copyright ISC Ltd.
- 12. © 2019 Copyright ISC Ltd. [email protected] 07850 728506 @ianjseath uk.linkedin.com/in/ianjseath Ian J Seath Improvement Skills Consulting Ltd. www.improvement-skills.co.uk