What's the reason why the workflow is not implemented? Any suggestions?

What are the reasons for the failure of workflow implementation? What are the suggestions?

What are the reasons for the failure of workflow implementation? Workflow refers to the sequence of activities of work items. To draw a workflow, you need a workflow organization to complete it. It is very important to implement the workflow, so what are the suggestions for the reasons why the workflow is not implemented? What are the suggestions for the reasons why the workflow is not implemented? 1

The main reasons for the poor execution of the enterprise

1. The strategy is unclear and the goal is unclear

The enterprise does not have a clear strategic direction, a clear strategic plan that can be implemented and a clear marketing strategy. Either the formulation of strategic objectives is unreasonable and lacks maneuverability, or it is often swayed by the influence of external environment and managers' personal decisions, which eventually leads to the lack of effective strategic guidance and direction guidance for daily business management activities within the enterprise. Everyone can't see it from a distance, so they can only do things in front of them in a short-sighted way. Finally, employees do things for the sake of doing things, not for realizing the vision and goals of the enterprise.

why do the middle-level and even some high-level employees in the enterprise not understand why the company does this? Do not know how to do the right thing? How can we do things right? Employees can't get clear instructions, coupled with poor information communication, and they feel at a loss, so they have to rely on inertia and their own understanding to do things. There will be various passive work behaviors such as waiting, leaning and wanting within the company, and the focus of employees' work is out of touch with the company, so the important work of the company can't be carried out or completed.

2. Unreasonable organizational structure

Imperfect corporate governance structure, unreasonable organizational structure setting, unclear functional orientation of departments, unclear division of post responsibilities, unreasonable management authorization, overlapping reporting and command, and unequal responsibilities and rights will all affect the implementation of corporate organization. If these things are not sorted out clearly, it is easy to create a departmental wall within the enterprise, resulting in mutual buck passing, avoiding heavy responsibilities, internal friction in management and low execution.

a, the power structure between departments is unbalanced, but the department that should provide services is supervising, while the department that should perform supervisory duties is buttering up the service department. The commanders and fighters who fought bloody battles at the front line should be wary of and please the departments that should provide support services at the rear, which leads to a strong political atmosphere and the risk of internal control and fraud in enterprises; B, repeated or unclear responsibilities, dislocation of rights and responsibilities, wrangling all day, and serious internal friction; C, long process, serious bureaucracy and low efficiency.

3. Imperfect systems

Many enterprises are not short of systems and processes, but the biggest problem they face is the ineffective implementation of systems and processes, especially the lack of guarantee mechanisms for the generation and implementation of systems and processes. Just like soldiers fighting in the front line, logistics supplies are not available, and they do not respond to requests for support from the headquarters, and they cannot get quick rescue after being injured, the soldier's fighting spirit will obviously be greatly affected.

The same is true for companies, where sales staff are fighting in the front line of the market, technical support personnel are not cooperating well or technical (design) solutions can't meet the requirements of customers, and the company's leaders are requested to coordinate, but there is no positive response. Slowly, their enthusiasm for work is consumed, and they no longer believe in the workflow and turn to individuals for help.

4. Mismatch of personnel

People are the most important dynamic factors that affect the organizational execution and individual execution of enterprises. The quality, ability and experience of enterprise managers and staff will affect their different understanding and performance of enterprise strategy, business plan and work execution. The imbalance or unreasonable allocation of the roles of handsome, general and soldier in enterprises is also an important reason for the low organizational execution, and will also affect the overall combat effectiveness of the team. In some family enterprises, the complicated interpersonal relationship of consanguinity is also an important factor that leads to the decline of organizational execution. Some enterprises often see the phenomenon that laymen lead insiders, and laymen can't convince the public at all, which is also an important factor that leads to the low organizational execution.

5. Lack of talent training mechanism

Companies with standardized management generally have to undergo strict training after their employees join the company, but many small and medium-sized enterprises do not. They either go to work directly without training, or the training is not targeted and practical, or they just do inspirational training and outreach training for their employees. The employees are full of enthusiasm but still don't know how to do the work. Some only give employees some training on industry trends and macro-strategies, without giving them working methods.

The common deep-seated reason is that middle and high-level leaders themselves don't know how to do it, so they can't explain it clearly to the following people, the director can't tell it clearly, and the manager can't tell it clearly. Finally, the lowest level of real implementation won't do it, and they can't say anything about it.

The training of employees means not only centralized training, but also guidance, exercise, internal competition and elimination in daily work practice, so as to turn a scholar into a soldier and an iron warrior who can fight when called and win when fighting.

6. Supervision and inspection are not in place

People don't like being supervised by others by nature, and many enterprise managers are unwilling to guide and supervise their subordinates. Many enterprise managers are more willing to give orders, arrange work and wait for subordinates to report, but rarely pay attention to and supervise the dynamic process of subordinates' work execution.

Without the supervision, guidance, correction and evaluation of the work process, many management work can't achieve the expected results and objectives. The reason is very simple, because many employees are very lazy, many smart employees like to take shortcuts and make excuses, and some employees go to work just wondering how to find faults with the company or how to cater to their superiors.

7. Lack of a positive execution culture, with credit attributed to the inside and responsibility attributed to the outside, and procrastination.

Many enterprises think that corporate culture is very empty and useless. In order to keep up with the fashion or meet the needs, they just write a corporate culture slogan, and post slogans such as values, mission and vision in the company's brochure, official website and workplace, but they don't really take it seriously. Enterprises under this concept will naturally not have their own corporate culture. The only goal of enterprises is to make money, and the only job pursuit of employees is naturally salary and bonus.

people can't just stay at the level of material needs forever. When material incentives reach a certain level, they will no longer have an incentive effect. If enterprises can't provide employees with a spiritual and cultural pursuit, employees will eventually be burnout, lose their motivation and passion for work, and have no spiritual sense of belonging. What about execution? To sum up, the consequences of corporate culture problems are:

A. Culture is an objective existence. If enterprises do not establish a correct and healthy culture, all kinds of hidden rules will occupy employees, which will last for a long time.

b, the employees of the company come from all corners of the country. Different educational backgrounds and experiences have shaped different values of different employees. Without culture, core values, mission and vision, it is difficult to unify employees' thoughts. If they have different aspirations, they will have different ways, and if they have different ways, they will not agree with each other, and the enterprise will easily become fragmented.

C. Man is an animal who persistently pursues meaning. In a company without mission and vision, employees don't know the meaning of work, have no belief and pride, so it is difficult for employees in this state to do their work well and do it to the extreme spontaneously, and their mentality is naturally "to be a monk for a day and hit a bell for a day."

8. Top management does not set an example

Many business owners and top management are serious. They often ask their subordinates to strictly implement and abide by the company's rules and regulations in their management, but they rarely take the lead in practicing or actively safeguard the seriousness and authority of the enterprise management system. Some business owners are even the biggest destroyers of the enterprise's rules and regulations. For example, employees are required to wear professional clothes and badges to work, but senior managers never wear them themselves. In their minds, they think that the enterprise system is formulated for employees and invalid for bosses.

There are two idioms in China, which are called "setting an example first" and "correcting oneself first", "correcting oneself first". For the words and deeds of the boss and senior management members, the members of the organization will unconsciously follow suit and be subtly influenced, which will naturally affect the organization's execution. There is a saying that the root causes of low executive power of enterprises are actually above, which fully reveals the influence of enterprise management on organizational executive power.

9. Inconsistent thoughts, inconsistent goals and uncoordinated actions.

if everyone in the team has his own heart and goes his own way; All departments can't form a unified opinion, can't face the market with the same voice, all think that they are the boss, fragmented and selfish, and deal with problems from the market in their own way, which will not form a joint force and weaken the strength of the whole marketing team.

suggestion:

I suggest from the perspective of management practice that, first of all, we should simplify the process. There are many texts, and the fewer the texts, the better. Is the second process worked out by the relevant posts themselves, not by a third party or the personnel department? In addition, if you don't implement the process description, your process may be unreasonable, or their bad habits can't be changed at once, then we will go from process to process, no. Do a process a month, it will be smooth for you for 1 years, but you can't manage 1 processes at the same time for 2 years. What I said here does not consider other issues, such as salary, performance, goals and other unreasonable situations. What are your suggestions? 2

1. The process is decoupled from the enterprise strategy.

process is the track of strategy landing, and many enterprise design processes are designed from bottom to top, not from top to bottom. Enterprise strategy determines organizational structure, organizational structure determines post setting, and departmental functions determine management process. Only by combing according to this idea can management process be linked with enterprise strategy, otherwise it may be decoupled from enterprise strategy.

2. The responsibility for process activities is not assigned to the post.

there are four elements in the management process: activities, the realization form of activities, the logical relationship of activities and the undertaker of activities. Many enterprises draw flowcharts that only put the responsibility of process activities on the departments, but not on the posts. You can imagine, if only the responsibility for process activities is assigned to the department, if there are three people in this department, who will carry it out? "One monk carries water, two monks carry water and three monks have no water."

3. There is no process qualitative goal.

Process is the presentation form of people's thinking activities. Many enterprise drawing processes begin with an oval symbol and end with an oval symbol, which lacks the qualitative goal of the process. The qualitative goal of the process is the thinking direction of this process and the purpose of designing this process. There is no qualitative goal in the process, and the design process is that the blind touch the elephant.

4. The process design is too complicated.

Hua Luogeng said, "It's easy to be magical, not to mention easy to be magical". A novice qualified process will understand it at a glance, and it will be understood at a glance. The flow charts drawn by many enterprises are too complicated for employees to understand, and it is impossible to implement them in place.

5. There is no connection between processes.

some enterprises have also implemented process management, but all of them are designed with departments as the center, and they have not broken through the "departmental wall". If something goes wrong, departments will pass the buck. One process can only catch one fish, and only by connecting processes to form a net can many fish be caught.

6. The process has not reached unanimous approval.

after the process design is completed, it is necessary to seek the opinions of the positions involved in the process and reach a consistent agreement, which is conducive to the implementation of the process. Most of the processes designed with the door closed are taken for granted, and many of them are actually decoupled from the enterprise.

7. The process is not linked to the assessment.

since the enterprise has implemented process management, it should be linked with performance appraisal, and the practices that violate the process should be punished to protect the process operation. Process management must be combined with performance appraisal, otherwise employees will not take it seriously and go their own way.

8. The process is not optimized regularly.

Process management can't be achieved overnight. It should be optimized at least once a year, and persevere. "A hundred miles is half done". Generally speaking, if process management persists for three years, it will form a good habit.

9. Cadres destroy the process.

in an enterprise that implements process management, the process is bigger than that of the general manager and the board of directors. All members must follow the process. If cadres take the lead in destroying the process, the process is equivalent to nothing. The top management of the enterprise takes the lead in destroying the process, which is equivalent to announcing the failure of process management. What are the suggestions for the reasons why the workflow implementation is not implemented? 3

1. I don't know: I don't know that there is a process or how to implement it.

Many enterprise process compilers bury their heads in writing, and after being approved by the leaders, they hang up on the internal OA system, or send an official document to inform them that "the XX process will be implemented from X month to X day", which means that everything is fine. But after a period of investigation, they find that these official documents are either ignored or ignored.

to solve the problem, there are two key measures:

First, fully discuss the process optimization scheme.

initiative 2: strengthen training and publicity in process promotion.

how to operate each specific measure? Welcome to scan the QR code below to learn the details of this course ~

Second, the process is unreasonable: that is, the process is divorced from the actual business, which makes the implementation very difficult

The standardization and rationality of the process is the premise of effective implementation. In the process of formulating the process, many companies do not fully demonstrate, which leads to the unreasonable process itself, or after the business changes, the process is not adjusted in time, which leads to the actual separation between the process and the business and cannot effectively guide the business implementation.

to solve the problem of irrationality, the key is to ensure the process optimization and business adjustment "keep pace with the times", and there are two key measures:

measure 1: implement the process owner and responsibilities.

initiative 2: regular process KPI evaluation and review meeting.

how to set the process KPI, how to find problems and improve the process through KPI evaluation will be discussed in detail in the next section.

In view of the third reason:

non-execution: that is, subjectively, unwilling to be bound by the process, naturally rebellious and unwilling to carry out the work according to the process, then there are four measures to deal wITh it:

Initiative 1: IT solidification of the process.

initiative 2: implement conference management in the process.

measure 3: process audit monitoring and establishment of accountability mechanism for violations.

measure 4: create a process culture.